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Department of Veterans Affairs

Management Directive 715

FY 2013 EEO Report/FY 2014 EEO Plan

Table of Contents

Page

Department of Veterans Affairs Organizational Chart i

FY 2013 EEO Report and FY 2014 EEO Plan

EEOC FORM 715-01 PART A-D 1

EEOC FORM 715-01 PART E 5

EEOC FORM 715-01 PART F 25

EEOC FORM 715-01 PART G 27

EEOC FORM 715-01 PART H 41

EEOC FORM 715-01 PART I 49

EEOC FORM 715-01 PART J 65

WORKFORCE DATA TABLES 69

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(This Page Intentionally Left Blank)

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EEOC FORM715-01 PART A - D

U.S. Equal Employment Opportunity Commission

FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

For period covering October 1, 2012, to September 30, 2013.

PART A

Departmentor AgencyIdentifyingInformation

1. Agency 1. Department of Veterans Affairs

1.a. 2nd level reporting component

1.b. 3rd level reporting component

1.c. 4th level reporting component

2. Address 2. 810 Vermont Ave., N.W.

3. City, State, Zip Code 3. Washington, DC 20420

4. CPDF Code

5. FIPS code(s) 4. VA 5. 11 DC

PART B

TotalEmployment

1. Enter total number of permanent full-time and part-time employees 312,325

2. Enter total number of temporary employees 20,271

3. Enter total number employees paid from non-appropriated funds 3,523

4. TOTAL EMPLOYMENT [add lines B 1 through 3] 336,119

PART C

AgencyOfficial(s)

ResponsibleFor Oversight

of EEOProgram(s)

1. Head of Agency Official Title

1. Eric K. Shinseki, Secretary of Veterans Affairs

2. Agency Head Designee 2.

3. Principal EEO Director/OfficialOfficial Title/series/grade

3. Gina S. Farrisee, Assistant Secretary for Human Resources and Administration

4. Title VII Affirmative EEO Program Official

4. Georgia Coffey, Deputy Assistant Secretary for Diversity and Inclusion

5. Section 501 Affirmative ActionProgram Official

5. Georgia Coffey, Deputy Assistant Secretary for Diversity and Inclusion

6. Complaint Processing Program Manager

6. Catherine Mitrano, Deputy Assistant Secretary for Resolution Management

7. Other Responsible EEO Staff 7. Maxanne Witkin, Director, Office of Employment Discrimination Complaint Adjudication

8. Paula Molloy, Acting Deputy Assistant

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Secretary of Human Resources Management

EEOC FORM715-01 PART A - D

U.S. Equal Employment Opportunity Commission

FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

PART D

List of Subordinate Components Covered in This Report

Subordinate Component and Location (City/State)

CPDF and FIPS codes

Veterans Health Administration(Washington, DC)

VATA 11 DC

Veterans Benefits Administration(Washington, DC)

VALA 11 DC

National Cemetery Administration(Washington, DC)

VAPA 11 DC

Staff Offices(Washington, DC)

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EEOC FORMS and Documents Included With This Report

*Executive Summary [FORM 715-01 PART E], that includes: √ *Optional Annual Self-Assessment Checklist Against Essential Elements [FORM 715-01PART G]

√

Brief paragraph describing the agency's mission and mission-related functions

√ *EEO Plan To Attain the Essential Elements of a Model EEO Program [FORM 715-01PART H] for each programmatic essential element requiring improvement

√

Summary of results of agency's annual self-assessment against MD-715 "Essential Elements"

√ *EEO Plan To Eliminate Identified Barrier [FORM 715-01 PART I] for each identified barrier

√

Summary of Analysis of Work Force Profiles including net change analysis and comparison to the Relevant Civilian Labor Force

√ *Special Program Plan for the Recruitment, Hiring, and Advancement of Individuals With Targeted Disabilities for agencies with 1,000 or more employees [FORM 715-01 PART J]

√

Summary of EEO Plan objectives planned to eliminate identified barriers or correct program deficiencies

√ *Copy of Workforce Data Tables as necessary to support Executive Summary and/or EEO Plans

√Attached

Summary of EEO Plan action items implemented or accomplished

√ *Copy of data from 462 Report as necessary to support action items related to Complaint Processing Program deficiencies, ADR effectiveness, or other compliance issues.

N/A

*Statement of Establishment of Continuing Equal Employment Opportunity Programs[FORM 715-01 PART F]

√ *Copy of Facility Accessibility Survey results as necessary to support EEO Action Plan for building renovation projects

N/A

*Copies of relevant EEO Policy Statement(s) and/or excerpts from revisions made to EEO Policy Statements. Referenced athttp://www.diversity.va.gov/policy/files/EEO_Policy_Statement.pdf

√ *Organizational Chart √

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Introduction

The Department of Veterans Affairs (VA) is proud to present VA’s Management Directive (MD) 715 Equal Employment Opportunity (EEO) Program Status Report for fiscal year (FY) 2013 and EEO Plan for FY 2014. This report addresses all the required elements of the Equal Employment Opportunity Commission’s (EEOC) MD-715 for building and sustaining a Model EEO Program.

VA is comprised of a Central Office (VACO), which is located in Washington, DC, and field facilities throughout the Nation, as well as the U.S. territories and the Philippines. Programs are administered by three major line organizations: Veterans Health Administration (VHA), Veterans Benefits Administration (VBA), and the National Cemetery Administration (NCA). VA is the second largest Federal Department, with a workforce of over 336,000 employees.

VA provides health care, benefits, and memorial services for approximately 21.9 million Veterans.1 VA provides these services through three major organizational subcomponents: the VHA, with 151 medical centers, 990 outpatient clinics (including hospital-based, independent, mobile, and community-based outpatient clinics), 135 community living centers, 103 domiciliary rehabilitation treatment programs, and 300 readjustment counseling centers; VBA, with 56 regional offices; and the NCA, with 131 cemeteries. In addition to the national cemeteries, NCA supports VA’s Cemetery Grant Program which is designed to complement NCA’s national cemeteries across the country. VACO is the national headquarters office comprising numerous Staff Offices reporting to the Secretary.

Unlike most Federal agencies, VA maintains a tri-partite structure for the administration of its Department-wide EEO and diversity management functions. The respective functions and responsibilities are distributed among three independent offices as described below:

The Office of Diversity and Inclusion (ODI) develops Department-wide EEO and diversity policies; performs workforce analyses and reporting; develops outreach and retention programs, and provides training and communication on EEO and diversity topics.

The Office of Resolution Management (ORM) administers the Department’s EEO complaint processing system (counseling, procedural, decision, investigation, and compliance) and oversees the Workplace, Alternative Dispute Resolution (ADR) Program.

The Office of Employment Discrimination Complaint Adjudication (OEDCA) issues final agency decisions (FAD) based upon an investigative record or final orders following a decision by an EEOC administrative judge.

2010 CENSUS Data

The basis for the trigger analysis for this report is the new 2010 CENSUS data (U.S. citizens only), released November 29, 2012. There are significant differences of the relevant civilian labor force (RCLF2) data between the 2000 and 2010 CENSUS data. The civilian labor force (CLF3) representation for Hispanics decreased from 10.70 percent to 9.96 percent and the CLF 1 Data Source: National Center for Veterans Analysis and Statistics Web site, http://www1.va.gov/vetdata/Veteran_Population.asp; date pulled October 2, 2013.

Executive Summary

EEOC FORM715-01PART E

U.S. Equal Employment Opportunity CommissionFEDERAL AGENCY ANNUAL

EEO PROGRAM STATUS REPORT

Department of Veterans Affairs

EXECUTIVE SUMMARY

http://www1.va.gov/vetdata/Veteran_Population.asp

representation for Asians increased from 3.60 percent to 3.90 percent. The CLF for both the 2000 Census and 2010 Census data excludes Puerto Rico and U.S. territories. In addition, the accounting for employees who self-identified as two or more races was changed to comply with the Office of Personnel Management (OPM) guidelines. OPM uses OMB guidelines when counting those who self-identified as White and another group (Hispanics excluded); these groups are counted in the latter group rather than in the two or more races group. Previous reports grouped employees who self-identified as White and another group (Hispanics excluded) as two or more races. Summary of Self-Assessment against the EEO Model Essential Elements

In FY 2013, VA continued to make progress toward implementing a Model EEO Program in accordance with EEOC’s six essential elements identified in Part G, which contains a list of yes/no type questions, grouped under each of the elements. A “no” response indicates a deficiency in that aspect of the EEO program. ODI monitors VA’s status on these elements though a sophisticated web-based system that enables VA components to enter and track their self-assessment on MD-715 Parts G and H at all organizational levels. Deficiencies identified at the national level focused mainly on structural challenges such as inconsistent coordination between EEO and human resources (HR) staff, and lack of centralized tracking and enforcement in some areas. These issues have been addressed in Part H. Table 1 displays the percent of the “Compliance Indicators” assessed as met in Part G of the report and is grouped by each Model EEO program essential element. Overall, 94 percent of all appropriate “Compliance Indicators” in Part G were assessed as being met, a marginal improvement from FY 2012. The paragraphs following Table 1 depict some of VA’s major accomplishments and challenges under each of the six essential elements.

Table 1. Percent of Compliance Indicators met by EEOC Essential Element

EEO Essential Element FY 2012 FY 2013Demonstrated Commitment by Agency Leadership 100% 100%Integration of EEO into the Agency's Strategic Mission 100% 100%Management and Program Accountability 50% 60%Proactive Prevention of Unlawful Discrimination 90% 100%Efficiency 93.3% 90.6%Responsiveness and Legal Compliance 100% 100%

DEMONSTRATED COMMITMENT BY AGENCY LEADERSHIP: The Secretary of VA, Eric Shinseki, demonstrated his strong commitment to EEO and diversity in the workforce though several initiatives. In FY 2010, Secretary Shinseki launched a major Department-wide initiative aimed at transforming the

2 RCLF reflects U.S. citizens 16 years of age or over, excluding those in the Armed Forces employed in or unemployed and actively seeking work in VA specific occupations (used as a comparative baseline for demographic analysis). When the organization has a presence in Puerto Rico, the population of Puerto Rico is included.3 The CLF is defined as people in America 16 years of age and over, excluding those in the Armed Forces, who are employed or are unemployed and seeking work. The CLF does not include Puerto Rico or other U.S. territories.

Executive Summary

DEPARTMENT OF VETERANS AFFAIRS

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VA into a 21st century organization that will be built around three guiding principles: “people centric, results oriented, and forward looking.” A key component of this initiative is the Human Capital Investment Plan (HCIP), an unprecedented investment in human capital that supports talent management, employee engagement, and leadership development. In FY 2013, the Secretary reaffirmed his commitment to diversity and inclusion by including a mandatory EEO, Diversity and Inclusion Critical Performance Element in performance standards for all senior executives. Secretary Shinseki issued a new EEO, Diversity, and Notification and Federal Employee Antidiscrimination and Retaliation Act (No FEAR) Policy Statement, on May 31, 2013, mandating that all managers and supervisors receive EEO, Diversity, and Conflict Management Training on a biennial basis. The policy statement included additional employee protections in the area of gender identity, Workplace Violence and Bullying, Prohibited Personnel Practices and Uniformed Services Employment and Reemployment Rights Act of 1994. The Secretary also reaffirmed his 3 percent hiring goal for Individuals with Targeted Disabilities (IWTD) in FY 2013. For FY 2013, hires of IWTDs were 2.83 percent of total hires. The representation of IWTDs was 1.99 percent, shy of the Secretary’s 2 percent goal for individuals with targeted disabilities. The Assistant Secretary for Human Resources and Administration (ASHRA) and the Deputy Assistant Secretary (DAS) for Diversity and Inclusion continue to co-chair the VA Diversity Council, comprising senior executives, employee unions, and affinity group representatives, and expanded the membership of VA’s Diversity Council to include employee unions and affinity group representatives. Additionally, the Council supported the Secretary’s Annual Diversity and Inclusion Excellence Awards Program.

The Under Secretary for Health (USH) and all other VHA leaders embraced and promoted EEO and diversity in the VHA workforce through fostering an environment of open, responsive, and proactive communication. USH also demonstrated his commitment and leadership by issuing a VHA EEO policy statement aligned with the Secretary’s policy statement; holding Senior Executives accountable for their efforts related to EEO and diversity through their performance measures; and by implementing other policies to strengthen the message of the importance of EEO, diversity and inclusion. EEO and Diversity and Inclusion policies were distributed to VHA employees.

In FY 2013, the several VBA policies were reviewed, updated and disseminated to all employees: the Equal Employment Opportunity Policy Statement (VBA Letter 20-13-10) to include Transgender and Gender Identity within the protected class of Sex in the Civil Rights Act of 1964 as amended; the Prevention of Sexual Harassment (VBA Letter 20-13-11); VBA’s Prevention and Elimination of Harassment (VBA Letter 20-13-12); and VBA’s Alternative Dispute Resolution Policy (VBA Letter 20-13-13).

The Under Secretary of Benefits attended and participated in VA’s Lesbian, Gay, Bi-sexual Transgender (LGBT) Program. The St. Petersburg Regional Office (RO) held its third Diversity and Inclusion Day where six EEO Special Emphasis Program Committees set-up booths displaying multicultural art, craft, educational materials, and provided samples of various food. VBA leadership continued to approve funding for the Annual Summer Internship Program to cultivate and develop the next generation of leaders in the workplace. In FY 2013, VBA sponsored a total of 11 interns.

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The Under Secretary for Memorial Affairs (USMA) and other senior officials continue to support the ongoing efforts of promoting diversity and inclusion throughout the workforce. For FY 2013, NCA participated in over 100 outreach events where USMA and senior leaders participated in several of these events providing information on the services NCA provides as well as information on career opportunities. USMA also reaffirmed his commitment to all mandatory EEO policies and procedures by disseminating the Secretary of Veterans Affairs 2013, EEO, Diversity & Inclusion, and the No FEAR Policy throughout the workforce. USMA also supported the implementation of NCA's Executive Diversity Committee and Special Emphasis Advisory Committee that is currently working on developing a cultural competency program, strategies for increasing targeted recruitment activities and identifying and addressing barriers that have a disparate impact on identified groups.

INTEGRATION OF EEO INTO THE AGENCY’S STRATEGIC MISSION: In FY 2011, President Barack Obama issued Executive Order (EO) 13583, “Establishing a Coordinated Governmentwide Initiative to Promote Diversity and Inclusion in the Federal Workforce.” The EO directed individual agencies to develop their own diversity and inclusion plans consistent with the Governmentwide plan, the agency’s overall strategic plan, human capital plan, and applicable laws and Merit System Principles. During FY 2013, ODI continued to lead the development of a model VA Diversity and Inclusion Strategic Plan for FY 2012 – 2016 that served as a Governmentwide model. Progress on the strategic objectives was reported to the Secretary, senior leadership, and disseminated publicly in the VA’s fourth Diversity and Inclusion Annual Performance Report for FY 2012. Additionally, the ASHRA, as the designated EEO Director, meets regularly with the Secretary and Deputy Secretary on EEO and diversity issues. Additionally, the DAS for Diversity and Inclusion participates in the Monthly Performance Review process, ASHRA’s senior staff meetings, Integrated Human Resources Management Board, quarterly HR statistics reviews, and leadership development oversight boards for to ensure integration of EEO and diversity policies in Departmental operations.

In FY 2013, The DAS for Diversity and Inclusion revised VA Directive 5975, Diversity and Inclusion, to update policies, program requirements, and responsibilities for VA’s diversity and inclusion programs, including building a Model EEO program that integrates Affirmative Employment, Special Emphasis, Reasonable Accommodation, and Diversity and Inclusion programs. EEO and diversity policies and initiatives were widely communicated through ODI’s expansive nationwide communication vehicles, including the monthly Diversity News video broadcast, weekly NewsLink summaries, bi-monthly Diversity@Work newsletters, technical assistance publications, and the redesigned ODI Internet web pages.

VHA incorporated EEO principles into its Workforce and Succession Strategic Plan, Operational Plan, and VA Diversity and Inclusion Plan. VHA’s Office of Diversity and Inclusion supported and implemented various components of the VA Diversity and Inclusion Plan. VHA’s ODI participated in the VA for Vets Hiring Fairs, facilitated Unconscious Bias Training and attended VA ODI Stakeholders meetings.

VBA’s Office of Diversity Management and EEO (DM & EEO) partnered with VA’s ODI to provide training. In FY 2013, three VBA RO’s received face-to-face EEO, Diversity and Inclusion Training. There were a total of 560 VBA participants including employees, supervisors and managers who completed the training. From FY 2011 to FY 2013, 26 ROs have completed this training. Additionally,

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DM &EEO conducted a 1 day EEO training class for VBA leadership programs at the VBA Training Academy located in Baltimore.

In FY 2013, VBA far exceeded the Secretary’s 2 percent onboard goal and 3 percent hiring goal for IWTD. In addition, VBA exceeded the Secretary’s 40 percent onboard goal for Veterans. Approximately 47 percent of VBA’s workforce was a Veteran.

The NCA EEO Office remains under the office of the USMA and the EEO Director reports directly to the head of the Agency. The NCA EEO Office continues to provide guidance and technical assistance to all levels of the organization. The EEO Manager meets with the USMA weekly on diversity initiatives and other EEO related topics. The EEO Office continues to participate in the Agency’s monthly strategic plan update providing information on EEO. Additionally, 100 percent of NCA senior officials, managers and supervisors completed the mandatory online training in EEO, diversity and conflict management. For this FY, NCA provided over 50 reasonable accommodation (RA) requests. In FY 2013, NCA had the highest hiring ratio of IWTDs of 7.13 percent compared to the other Administrations. Further, NCA's permanent and temporary representation of IWTD was 2.79 percent exceeding VA's goal. NCA increased its onboard representation of Veterans to 74.71 percent.

MANAGEMENT AND PROGRAM ACCOUNTABILITY: ODI integrated the new 2010 Census civilian labor force database into VHA’s Service Support Center (VSSC) suite of analytical applications. ODI conducted quarterly MD-715 progress review meetings with all Administrations and VACO and developed standard monthly diversity reports for distribution to VACO staff offices and the Administrations. ODI also performed six on-site EEO Technical Assistance Reviews (TAR) at selected field facilities to analyze hires, separations, promotions, EEO complaints, and employee survey results systematically to identify potential EEO barriers and share best practices. ODI continued to report EEO workforce statistics to the senior leadership through monthly and quarterly workforce diversity reports and briefings. ODI prepared and submitted the Department’s EEO status and plans to EEOC in accordance with MD-715 and produced and published the VA Diversity and Inclusion FY 2012 report documenting the accomplishments and outcomes of meeting the VA Diversity and Inclusion Strategic Plan. In FY 2013, ODI published the VA FY 2013 – 2016 Hispanic Employment, Retention and Outreach (HERO) plan. OPM has highlighted HERO as a Federal model for improving diversity.

ODI conducted six national outreach events in collaboration with its affinity group partners to build a diverse and inclusive workforce in VA and administered six technical assistance reviews of VA facilities to ensure compliance with mandated EEO, and Diversity and Inclusion requirements. ODI also partnered with Administrations and Staff Offices to conduct 12 outreach events to the Hispanic community and Hispanic Veterans.

ODI provided training on RA and Schedule A hiring. ODI also provided centralized funding for RAs, which OPM has recognized as a best practice for the retention of IWTD. ODI also provides quarterly hiring updates by Administration subcomponent to the VA leadership. VA hired 48 students under VA’s centralized Workforce Recruitment Program (WRP) for college students with disabilities, ranked second behind the Department of Defense (DoD). VA converted nine of these students to full-time

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status, the highest of all Federal agencies participating in the program. These strategies contributed to the increase in VA's employment of individuals with targeted disabilities (permanent and temporary) from 1.85 percent in FY 2012 to 1.99 percent in FY 2013. The employment of these strategies was also instrumental in helping VA make strides in meeting the Secretary's 3 percent hiring goal for people with a targeted disability.

ODI formally implemented VA’s first LGBT Special Emphasis Program and Employee Resource Group under the auspices of the VA Diversity Council and held its 4th annual Pride event at VACO.

VA is one of the few Federal agencies that successfully implemented an independent system to store and analyze applicant flow data from OPM’s USA Staffing. The first data release for VA occurred in December 2012. Since then, ODI has been working with OPM to refine the data format to improve data integrity and increase usability of the applicant data.

To support leadership accountability, ODI’s newly developed Diversity Index Methodology was integrated in the EEO, Diversity, and ADR dashboard. This allows managers and EEO specialists to view 5-year trends of the Diversity Index at the facility level.

During FY 2013, VHA continued to rate Senior Executives against appropriate performance metrics to ensure accountability, which consists of six elements addressing a Model EEO program. These performance measures, coupled with VHA’s Equal Employment Opportunity/Affirmative Employment Office (EEO/AEO) Quarterly Survey and EEO Program Status Report, allowed Senior Executives to identify systemic barriers to the Model EEO Program and created corrective action plans throughout the year. VHA EEO/AEO continues to market the use of virtual peers on the six essential elements of a model EEO program required by EEOC MD-715. VBA participated in VA’s Diversity Focus Groups conducted by Veterans Health Administration (VHA) National Center for Organization Development. The purpose for VBA’s participation in the focus groups was to identify influencing factors that shape employee and leadership perceptions of diversity disparities within VBA and develop ways in which to eliminate barriers to workplace inclusion. VBA Central Office and the following ROs participated in the focus groups, Los Angeles, Chicago, Houston, St. Petersburg, and Seattle.

As mentioned in the previous section, NCA’s EEO Office developed the EEO and Diversity Management Accomplishments for each mission support network. The Office also coordinated through the Office of Diversity and Inclusion a series of trainings titled, “The VA Reasonable Accommodation Program for Managers.” All managers participated in the training. NCA has ensured that all Internet forms are 508 compliant.

PROACTIVE PREVENTION OF UNLAWFUL DISCRIMINATION: In FY 2013, VA ODI updated its mandatory EEO, Diversity and Inclusion, Conflict Management Training for Executives, Managers, and Supervisors, and trained over 30,000 managers nationwide. As a result of this and the other proactive prevention strategies described below, VA’s per capita rate of discrimination complaint filings (both formal and informal), decreased significantly from FY 2012 (from 1.39 percent to 1.26 percent and .73 percent to .61 percent, respectively).

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ODI expanded its corporate EEO and diversity training program and consultative function for the agency and conducted over 125 face-to-face training sessions nationwide to over 4,500 employees in 17 VA facilities to include VACO, VBA Regional Offices, VA Medical Centers, and the Board of Veterans Appeals. V-Tel was integrated when available to include outlying Community-Based Outpatient Clinics (CBOC) of medical centers. Two specialized presentations of LGBT awareness were presented to five Federal agencies in one location and another at DoD by invitation. ODI established a strong collaborative relationship with Human Resources Management (HRM), providing critical information on EEO, Diversity and Inclusion, and Reasonable Accommodations to new employees and new supervisors and managers in training sessions designed to assist them in their daily work. ODI has presented at 26 on-boarding and 4 manager and supervisor briefings throughout the fiscal year which give ODI an opportunity to interact with over 1,000 employees.

ODI also partnered with VA Learning University’s (VALU) Career Employment Development (CED) Directorate to support the integration of customized diversity and inclusion concepts, practices, and principles into the Interpersonal Effectiveness Learning Program. Two courses are under final development for release in 2nd and 3rd quarters of FY 2014: (1) Diversity: Valuing Diversity in the Workplace is part of the Interpersonal Effectiveness Learning Program, designed to enhance organizational effectiveness by focusing on building interpersonal skills. The Valuing Diversity in the Workplace course is a foundational level course that introduces the concepts of diversity in the workplace as well as techniques aimed at improving communication and building better working relationships. (2) Diversity: Fostering an Inclusive Culture is part of the Interpersonal Effectiveness Learning Program, designed to enhance organizational effectiveness by focusing on building interpersonal skills. The Fostering an Inclusive Culture course is an intermediate level course that outlines methods for seeking out diverse ideas and alternative viewpoints, examines ways to involve people with diverse backgrounds in the problem-solving process, and presents techniques to resolve conflict through open, transparent communication.

ODI developed a standard national training program for the VA Service Support Center analytical tools for HR and diversity management, and for Barrier Analysis training. More than 175 EEO specialists and directors signed up through the Talent Management System (TMS) portal and were trained during 8 separate training events.

ORM conducted numerous training and awareness programs in the area of ADR and increased its complaint resolution rate from 41 percent in FY 2012 to 52 percent in FY 2013. One strategy included disseminating ADR videos to educate the parties to a complaint on the process and value of ADR.

ODI implemented its new Inclusion Index and analyzed employee responses to diversity and inclusion survey items in the Federal Employee Viewpoint Survey. Under the auspices of the VA Diversity Council, ODI commissioned a study to examine differences in survey responses of specific, diverse VA employee groups, and study of employee perceptions of fairness in the workplace. In addition, ODI administered the Secretary of Veterans Affairs Annual Diversity and Inclusion Excellence Awards Program to recognize achievements in three categories of the VA workforce.

Additionally, ODI implemented the following outreach and retention strategies:

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Launched the MyCareer@VA Pilot program at Martinsburg and Washington DC VA Medical Centers to eliminate barriers and glass ceilings for all employees including those with less than expected representation in jobs above the GS-9 level;

Administered the Reasonable Accommodation Centralized Fund to reimburse VACO and field VA offices to support 1,105 reasonable accommodations for employees with disabilities in the pipeline;

Developed the first VA Hispanic Employment, Retention, and Outreach Strategic Plan in order to align efforts in increasing outreach to and retention of Hispanics in VA;

Recruited over 200 diverse student interns through the National Diversity Intern Program (NDIP) and issued a student handbook titled, “What All Students Need to Know” to ensure efficient onboarding of interns; and

Co-initiated a partnership with the Human Rights Campaign and participated in the Health Equity Index to assess LGBT cultural competence and equity in VA medical centers.

During FY 2013, VHA EEO/AEO personnel provided training to managers and supervisors upon request. VHA EEO/AEO also provided training to three program offices. Monthly training sessions were held for EEO Managers. The VHA EEO/AEO personnel conducted a total of 28 training sessions in FY 2013 for EEO professionals and other stakeholders (i.e., workforce planners, Human Resources Management Staff, Education Coordinator, etc.). VHA EEO/AEO conducted Review and Revise Chats for VISN Leads and EEO Managers to share and discuss best practices amongst VISNs. VHA EEO/AEO facilitated quarterly reports on ADR metrics and Targeted Disabilities to keep the VISN and medical center directors abreast of their progress toward meeting FY 2013 goals.

VBA offices, including 56 ROs, conduct self-assessments annually to monitor progress in areas where barriers may exclude certain groups, and to develop strategic plans to eliminate identified barriers. Self-assessments are conducted through the completion of reports and plans including MD-715, Federal Equal Opportunity Recruitment Program (FEORP) and the Selective Placement Programs, and the Disabled Veterans Affirmative Action Program.

NCA leadership continues to seek proactive ways to enhance workplace climate. In FY 2013, NCA participated in the All Employee Survey (AES). NCA employees responded at a rate of 63.4 percent which exceeds the national response rate of 60 percent. One of NCA’s strategic goals is to increase the civility index to 4.0 percent by 2015. To reach this goal, NCA Memorial Service Networks continue to implement and adjust AES action plans annually; the EEO Office conducted and coordinated a series of training through webinars and conference calls. The NCA EEO Office participated in an internal team building exercises (Crucial Conversations) to develop additional skillsets to ensure the staff is efficient in handling difficult situations and providing guidance to resolve issues identified by managers and employees.

In FY 2013, the NCA EEO Office also initiated the “Educating for Excellence Initiative.” This initiative consists of the distribution of a series of “You Be the Judge” emails. Managers review the case and vote on how they would decide the matter. This serves as a mini-training for the manager which broadens their understanding of EEO. Management’s responses are recorded, and their participation is noted on their end of year performance assessment under “participation in EEO sponsored activities.” The NCA EEO Office also developed and conducted four presentations on “Promoting

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Respect & Civility.” Additionally, the EEO Manager and members of the VHA Special Emphasis Program Advisory Committee assisted in the development of the new Cultural Competency Training Module for VHA.

EFFICIENCY: VA’s capability to process, track, and report data concerning the EEO process has been increased through the use of the Complaints Automated Tracking System (CATS). CATS allows ORM to track EEO complaint processing for each stage of the EEO complaint process from the initial informal contact through closure. ORM continued to process counseling sessions below the requisite 30 days (24 days in FY 2013) and has marginally exceeded the formal complaint processing time of 180 days (200 days in FY 2013).

Additionally, OEDCA reduced its backlog and overall case inventory by 30 percent in FY 2013. Pending cases over 60 days were reduced by 14 percent and constituted a third of initial inventory at the end of FY 2013.

ORM’s ADR program has had an extremely positive impact on the efficiency of VA’s EEO program nationwide with ADR being offered in 98 percent of all informal EEO complaints. The ADR election rate of informal EEO complaints in which both VA and the aggrieved person agree to participate in ADR was 58 percent. ADR is used for both EEO and non-EEO disputes with very positive results:

Table 2. ADR in EEO Process

FY 2012 FY 2013Contacts 4479 4,221Offers4 98% 98%Participation5 58% 58%

Table 3. ADR Outcomes

EEO Non EEOFY 2012 FY 2013 FY 2012 FY 2013

Completed 2,580 2,440 1,774 1,858Resolved 47% 50% 86% 88%

VA estimates that without early intervention, approximately 50 percent of the non-EEO disputes could become EEO complaints.

4 ADR offer rate represents the percentage of informal EEO complaints in which VA offers the aggrieved person an opportunity to participate in ADR versus traditional counseling.5 ADR participation rate represents the percentage of informal EEO complaints in which both VA and the aggrieved person agree to participate in ADR.

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VHA has an active ADR Program with a 99.41 percent offer rate for EEO cases. However, to reduce EEO complaints, conflict coaching was recommended for all managers and supervisors during FY 2013. Mediations were offered to resolve disputes in other forums, i.e., negotiated grievances, agency grievances, Merit System Protection Board appeals, and EEOC hearings.

VBA continues to use the ORM’s CATS, and ORM’s EEO, Diversity, and ADR Dashboard. These tracking systems are used to monitor and identify the status of title VII EEO complaints, the complaint resolution process, and other information/data necessary to analyze complaint activity and historical trends.

As part of the strategic plan to decrease the number of EEO complaints, NCA’s EEO Office partnered with the ORM and the Federal Mediation Conciliation Services. Through this partnership, ADR training was revised and presented to managers/supervisors and employees to provide the tools and skillsets needed to resolve issues early on. This newly revised training was conducted at four cemeteries during this fiscal year. This training will be provided to all cemeteries by FY 2017. For FY 2013, NCA informal complaints decreased slightly; NCA current ADR participation rate is 58.14 percent which is above the VA goal of 54 percent. Management is strongly encouraged to participate in “pre-mediation” meetings which are expected to increase the ADR resolution rate.

RESPONSIVENESS AND LEGAL COMPLIANCE: ODI, ORM, OEDCA, OHRM, and the Administrations share responsibility for responsiveness and legal compliance in the area of EEO. In FY 2013, ORM counselors averaged 24 days per counseling episode, below EEOC’s mandate of 30 calendar days, and completed the counseling process in which ADR was elected in an average of 71 days, well below the EEOC requirement of 90 days. In FY 2013, the number of days to complete investigations was 200. ORM is engaged in projects to further reduce EEO case processing times. ORM has partnered with the Defense Logistics Agency (DLA) Document Service to replicate and digitize EEO complaint files reducing our reliance on paper “hard copy” records. Through our working relationship with DLA Documents Service, ORM has achieved greater efficiency, reduced costs, and furthered VA’s overall “Green Initiative.” ORM is currently entering hearing requests and appeal files through the EEOC Portal Hearings Electronic Case Processing System (HECAPS) and EEOC File Exchange (EFX). ORM’s use of digital files is fully compliant with EEOC requirements for HECAPS and EFX. The use of digital files has resulted in the use of less paper records being exchanged between the two agencies. ORM also has an initiative to auto-populate routine EEO documents, such as the EEO Counselors Report, which would lessen the burden of preparing such reports and the time needed to do so.

In FY 2013, VA reduced its investigative time from 183 days in FY 2008 to under 180 days in FY 2013, making VA one of the few Federal agencies in compliance with the regulatory requirement of 180 days.

ODI, ORM, OEDCA, the OHRM, and the Administrations share responsibility for responsiveness and legal compliance in the area of EEO.

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Workforce Composition

As the second largest Cabinet level department, VA is proud to be one of the most diverse agencies in the Federal Government. The Relevant Civilian Labor Force (RCLF) is the benchmark against which we measure the diversity of our workforce. Compared to the RCLF, VA’s workforce is at or above the RCLF representation in all areas except for White and Hispanic females, and Hispanic and Asian males. While the overall representation of most demographic groups increased in FY 2013, the proportional representation of Hispanic females decreased marginally from 3.55 percent to 3.52 percent. The proportional representation of White females decreased from 35.80 percent to 35.58 percent. The proportional representation of Hispanic males remained constant at 3.10 percent. The proportional representation of Asian males increased from 2.63 percent to 2.75 percent. The increase in Asian males is due, in part, to including employees who self-identified as White and Asian. Figure 1 depicts VA’s current on-board representation as compared with last year’s representation, the CLF and RCLF.

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Figure 1. VA Onboard versus RCLF/CLF (Permanent and Temporary)

CLF and RCLF - Derived from 2010 Census, CLF includes all occupations and RCLF is limited to VA occupations in VA proportions.

We look at net change in order to determine whether the groups with low participation rates are increasing at the same rate or higher than the change for the total VA workforce. The net change for the total VA workforce in FY 2013 was a 4.01 percent increase, or 12,965 employees. At the end of FY 2013, VA’s workforce totaled 336,119 employees, including 20,271 temporary employees6. The three groups with a lower than expected representation rate (compared with the RCLF), Hispanic and White females, and Hispanic males had a net change that was lower than 4.01 percent (3.25 percent and 3.38 percent, and 3.95 percent, respectively). Asian males also fall below their expected representation but have a net change of 8.49 percent, higher than the overall overage of 4.01 percent. Ideally, the net change for groups that are below the benchmark would be higher than the net change for the total workforce, which would mean the group is expanding at a rate greater than the total workforce. The remaining reported race and ethnicity categories each had a net change in FY 2013 that was higher than the net change for the total workforce. To ensure EEO, VA will continue to place special emphasis on outreach and retention efforts for Hispanic and White females, given their lower than expected growth rate. Table 4 provides a detail of the net changes of the total workforce by Race, Ethnicity and Gender (REG). The net change for each REG is compared to the net change for

6 This figure includes intermittent employees, so it is greater than the figure in Part B of this report which excludes intermittent employees.

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the total number of employees. Net changes below the average net change for the entire workforce are highlighted in red.

Table 4. Net Change Analysis

All VA

TOTAL RACE/ETHNICITY

Hispanic or Latino

Non-Hispanic or Latino

EMPLOYEES White

Black or African

AmericanAsian

Native Hawaiian or Other Pacific

Islander

American Indian or

Alaska Native

All male female male femal

e male female male femal

e male female male femaleNet Change

4.01% 3.95% 3.25% 3.43

% 3.38% 5.77% 5.55% 8.49

% 7.74% 23.38%

21.64%

28.46%

30.43%

Net change is calculated by dividing the difference between the number of current employees and the number of employees in the prior year by the number of employees in the prior year.

White men dropped from 13.99 percent to 13.46 percent below their expected representation rate (compared with the CLF). ODI believes this is a testament to the success of improving the workforce diversity by focusing on outreach and retention programs to the historically under-represented REG.

Targeted Disabilities

In addition to examining the workforce by REG, we also review the data for individuals with targeted disabilities7. Continuing with last year’s trend, the representation of individuals with targeted disabilities (permanent and temporary) increased from 1.85 percent in FY 2012 to 1.99 percent in FY 2013. The net change for this group’s population was a positive 11.50 percent, compared to 4.01 percent for the total VA workforce. We believe this increase is a testament to the success of VA’s focused efforts as guided by its FY 2012-2016 Diversity and Inclusion Strategic Plan, and the Secretary’s 3 percent hiring goal for individuals with targeted disabilities. In addition, VA resurveyed its workforce, focusing on the disability status of its employees. The resurvey was executed on a volunteer self-identification basis. Permanent employees with targeted disabilities increased from 1.80 percent in FY 2012 to 1.92 percent of the VA permanent workforce in FY 2013. In FY 2013, VA fell short of the Secretary’s goal that 3 percent of all new hires be individuals with targeted disabilities. Approximately 74 percent of VA’s employees hired with targeted disabilities were Veterans.

According to Figure 2, from FY 2012 to FY 2013 there was an increase of employees with targeted disabilities who self-identified as having a psychiatric disability. Individuals with psychiatric disabilities are the largest component (55.61 percent) of individuals with targeted disabilities. The number of employees who identified with a psychiatric disability increased from 3,149 in FY 2012 to 3,716 in FY 2013. This group also had the highest involuntary separation rate of all EEO groups, compared to their onboard rate. Many of these employees are disabled Veterans. The separation rate for permanent employees with targeted disabilities is of particular concern. Although they represented

7 Disabilities: The Federal Government, as a matter of policy, has identified for special emphasis in affirmative action programs. They are deafness, blindness, partial paralysis, complete paralysis, missing extremities, severe intellectual disabilities, psychiatric disabilities, epilepsy, and dwarfism. There are no RCLF standards for targeted disabilities categories. Census does not track these categories.

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1.92 percent of the permanent workforce at the beginning of FY 2013, their voluntary separation rate during the fiscal year was 2.42 percent, and their involuntary separation rate was 6.49 percent. This high separation rate does impact VA’s efforts to reach its 2 percent onboard goal for employees with targeted disabilities.

Figure 2. Comparison of Targeted Disabilities by Type of Disability.

Hearing

Vision

Missing E

xtemities

Partial

Paralys

is

Complete P

araysi

s

Epilep

sy

Severe

Intel

lectual

Disabilit

y

Psychiat

ric Disa

bility

Dwarfism

0500

1000150020002500300035004000

368 532 224 577170

585 289

3149

99398 527234

640172

605300

3716

90 FY 2012FY 2013

Secretary Shinseki is committed to attaining the 2 percent onboard goal for this group. For FY 2013 and beyond, Secretary Shinseki set the hiring goal for 3 percent. Further corrective strategies will focus on: 1) Identification of Designated Special Placement Coordinators for all facilities; 2) Implementation of the Reasonable Accommodations Compliance System to track requests; 3) Training HR and managers on the use of Schedule A and VA’s RA procedures; and 4) Improving advancement opportunities as part of a retention strategy.

New Initiative - Diversity and Inclusion Index

In FY 2012, ODI developed and implemented two innovative methods for measuring workforce diversity and workplace inclusion. The new methods provide leadership with the capability to view quickly how well their diversity and inclusion program is performing versus relying on a series of 28 analytical tables and employment survey results to interpret. The diversity index measures, at present, the convergence of an organization’s aggregate workforce representation by REG with the CLF or RCLF, as applicable. The metric can be expanded to include other dimensions such as education and disability once baselines are established. The algorithm calculates the aggregate mean of the ratios of an agency’s workforce representation by REG with the corresponding representation in the RCLF or CLF. The result is a single metric on a scale of 0 to 100 percent, reflecting an organization’s overall diversity. Where appropriate, the algorithm is applied to the RCLF to isolate the qualified relevant labor force. This method provides a more appropriate, efficient metric

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to gauge Federal workforce diversity. An index value of 100 percent means the organization’s diversity aligns perfectly with the RCLF or CLF. VA’s monthly diversity index for FY 2013 is provided at Figure 3. Note: This index currently focuses on REG and does not track the disability aspect of diversity. The monthly diversity index is incorporated within the Deputy Secretary’s Monthly Performance Review process.

Figure 3. VA’s FY 2013 Diversity Index

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

90.00%

100.00%

In developing the basis for the Inclusion Index, VA relied on extensive and reputable research on the topic. Based on the research, VA then developed six dimensions to serve as the basis for the Index. In collaborating with OPM and applying advanced statistical techniques, VA identified 20 survey questions from OPM’s FY 2012 Federal Employee Viewpoint Survey to serve as the basis. The Inclusion Index is defined as the total favorable responses to the total responses utilizing OPM’s weighted survey results. In FY 2013, OPM adopted VA’s methodology to measure workforce inclusion for the entire Federal Government. The inclusion indices for FY 2013 are provided at Table 5. Further research is necessary to determine the proper benchmark or range for this metric.

Table 5. Inclusion Index

FY 2012 FY 2013VA-wide 56% 55%VHA 56% 55%VBA 55% 52%NCA 58% 60%VACO 57% 54%OIG NA 68%

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Barrier Analysis

The EEOC guidance regarding barriers to full participation refers to the indication of a possible barrier as a “trigger.” VA has identified five primary triggers in its barrier analysis, which are addressed in Part I of this report. VA is able to track and report on its barrier analyses and the impact of corrective strategies through its Web-based workforce data system, VHA Service Support Center applications (VSSC). In order to fully integrate VA’s Diversity and Inclusion Strategic Plan goals with Administration operations, ODI embedded the Department-wide goals into the objectives of the MD-715 Part I Plans. This was done to ensure that field components assume some accountability for Departmental goals because their EEO offices do not report directly to ODI. While the goals are Department-wide, subcomponent organizations were encouraged to identify and address their organization-specific triggers in their Part I Plans. This was communicated through quarterly Microsoft Live Web-based technical assistance meetings with field entities to assist them in the development of their organization-specific EEO Plans.

The five triggers identified in the VA Part I plans are:

1. Less than expected representation of White females: Compared with the respective RCLFs, White females (permanent and temporary employees) had less than expected representation in the VA workforce. White women are 35.58 percent (20.20 percent below the RCLF of 45.38 percent). This less than expected participation trickles down to Administration level (VHA, VBA, NCA, and VACO). A more detailed trigger and barrier analysis is provided at Part I of this report.

2. Less than expected representation of Hispanics: Compared with the respective RCLFs, Hispanic males and females (permanent and temporary employees) had less than expected representation in the VA workforce. In VA, Hispanic males represent 3.10 percent of the permanent and temporary workforce and Hispanic females represent 3.52 percent, whereas Hispanic males represent 3.93 percent of the RCLF and 5.17 percent of the CLF and Hispanic females represent 5.71 percent and 4.79 percent, respectively. The net change for Hispanic males (3.95 percent and females (3.25 percent) is below the net change for the total workforce (4.01 percent), meaning that Hispanic males and females are growing at a rate below that of the total workforce. This less than expected participation trickles down to Administration level (VHA, VBA, NCA, and VACO). A more detailed trigger and barrier analysis is provided at Part I of this report.

3. Less than expected representation of Asian males: Compared with the respective RCLFs, Asian males (permanent and temporary employees) had less than expected representation in the VA workforce. In VA, Asian males represent 2.75 percent of the permanent and temporary workforce, whereas Asian males represent 2.95 percent of the RCLF. However, the net change for Asian males (8.49 percent) is above the net change for the total workforce (4.01 percent), meaning that Asian males are growing at a rate above that of the total workforce. This less than expected participation trickles down to Administration level (VHA,

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VBA, NCA, and VACO). A more detailed trigger and barrier analysis is provided at Part I of this report.

4. Promotions: Black females experienced lower promotion rates (11.51 percent) as compared to the overall promotion rate (13.24 percent) for permanent entry level positions (GS 3-8). Black females also had lower promotion rates (6.10 percent) as compared to the overall promotion rate (6.36 percent) for permanent mid-level positions (GS 9-12). For permanent senior level positions (GS 13-15), Black females had lower promotion rates (7.37 percent) as compared to the overall promotion rate (8.15 percent). A more detailed trigger and barrier analysis is provided at Part I of this report.

5. High volume of discrimination complaints: The per capita filing rate at the informal stage decreased from 1.39 percent to 1.26 percent from FY 2012 to 2013, and the formal complaint filing rate decreased from 0.73 percent to 0.61 percent. In FY 2013, the number of findings in discrimination remained constant (38 in 2012 and 38 in 2013). Reprisal, disability, and sex were the most prevalent bases of discrimination in those findings. Some corrective strategies to focus on include increasing early resolution of EEO complaints through counseling and ADR, reviewing findings and incorporating lessons learned into training, and increasing EEO and consultative services. A more detailed trigger and barrier analysis is provided at Part I of this report.

Summary of Planned Objectives for FY 2014

The following list summarizes the planned initiatives laid out in Part H, I, and J for FY 2014 to eliminate identified barriers or correct program deficiencies.

Issue procedural manuals aligned to the recently updated 5-year VA Diversity & Inclusion Policy Directive 5975.

Expand targeted MyCareer@VA Career Mapping Tool to address barriers and glass ceilings in VA workforce at various occupational levels.

Expand EEO, diversity and inclusion training portfolio to include LGBT training and 10 new training modules.

Implement training evaluation instrument and metrics. Expand EEO, diversity and inclusion training portfolio; deploy even more multi-generational

and cultural competency training on a nationwide bases. Continue to update with mandatory Workplace Harassment/No FEAR Training for all

employees. Continue refinement of USA Staffing Applicant Flow System in VA. Expand the use of ADR and training in conflict management. Expand calculation of Diversity Index in EEO, Diversity, and ADR Dashboard to VA staff

offices and organizations. Track participation in VA leadership development programs by REG in VA’s TMS.

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Strengthen VA’s Special Emphasis Programs through virtual education and training programs: training forums can be conducted on a quarterly and annual basis.

Develop virtual leadership and professional development forums to enhance VA’s Special Employment Program Manager’s capacity in the areas of outreach and retention.

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CERTIFICATION of ESTABLISHMENT of CONTINUINGEQUAL EMPLOYMENT OPPORTUNITY PROGRAMS

I, Gina Farrisee, Assistant Secretary for Human Resources and Administration, am the

(Insert name above)

Principal EEO Director/Official for Department of Veterans Affairs

(Insert Agency/Component Name above)

The agency has conducted an annual self-assessment of Section 717 and Section 501 programs against the essential elements as prescribed by EEO MD-715. If an essential element was not fully compliant with the standards of EEO MD-715, a further evaluation was conducted and, as appropriate, EEO Plans for Attaining the Essential Elements of a Model EEO Program, are included with this Federal Agency Annual EEO Program Status Report.

The agency has also analyzed its workforce profiles and conducted barrier analyses aimed at detecting whether any management or personnel policy, procedure or practice is operating to disadvantage any group based on race, national origin, gender or disability. EEO Plans to Eliminate Identified Barriers, as appropriate, are included with this Federal Agency Annual EEO Program Status Report.

I certify that proper documentation of this assessment is in place and is being maintained for EEOC review upon request.

Signature of Principal EEO Director/OfficialCertifies that this Federal Agency Annual EEO Program Status Report is in compliance with EEO MD-715.

Date

Signature of Agency Head or Agency Head Designee Date

EEOC FORM715-01PART F



27


28

EEOC FORM715-01 PART G

National

U.S. Equal Employment Opportunity CommissionFEDERAL Agency ANNUAL EEO PROGRAM STATUS REPORT

AGENCY SELF-ASSESSMENT CHECKLIST MEASURING ESSENTIAL ELEMENTS

Report Generated on 12/12/2013

Who contributed to the responses?

#

Agency Secretary 0

Agency HR Chief 1

Agency EEO/Diversity Manager

1

Agency Disabilities Manager 1

Agency Program Manager 3

Resolution Management 1

Others who contributed to the responses: Has the Agency Secretary given written approval of these responses? Yes

XNo

29

Essential Element A: DEMONSTRATED COMMITMENT FROM AGENCY LEADERSHIPRequires the Agency head to issue written policy statements ensuring a workplace free of discriminatory harassment and a commitment to

equal employment opportunity.

Compliance Indicator

EEO policy statements are up-to-date.

Measure has been met

Measures Yes No

1. Was the EEO policy Statement issued within 9 months of the installation of the Agency Head? Yes

XNo

2. During the current Agency Head's tenure, has the EEO policy Statement been re-issued annually? Yes

XNo

3. Are new employees provided a copy of the EEO policy statement during orientation? Yes

XNo

4. When an employee is promoted into the supervisory ranks, is s/he provided a copy of the EEO policy statement? Yes

XNo


EEO policy statements have been communicated to all employees.


Measures Yes No

5. Have the heads of subordinate reporting components communicated support of all Agency EEO policies through the ranks?

Yes

XNo

6. Has the Agency made written materials available to all employees and applicants, informing them of the variety of EEO programs and administrative and judicial remedial procedures available to them?

Yes

XNo

7. Has the Agency prominently posted such written materials in all personnel offices, EEO offices, and on the Agency's internal Website? [see 29 CFR §1614.102(b)(5)]

Yes

XNo


Agency EEO policy is vigorously enforced by Agency management.


Measures Yes No

Are managers and supervisors evaluated on their commitment to Agency EEO policies and principles, including their efforts to:

8. resolve problems/disagreements and other conflicts in their respective work environments as they arise?** VA stresses compliance with these guidelines but has not identified a method to measure.

Yes

XNo

9. address concerns, whether perceived or real, raised by employees and following-up with appropriate action to correct or eliminate tension in the workplace?** VA stresses compliance with these guidelines but has not identified a method to measure.

Yes

XNo

30

10. support the Agency's EEO program through allocation of mission personnel to participate in community out-reach and recruitment programs with private employers, public schools and universities?** VA stresses compliance with these guidelines but has not identified a method to measure.

Yes

XNo

11. ensure full cooperation of employees under his/her supervision with EEO office officials such as EEO Counselors, EEO Investigators, etc.?

Yes

XNo

12. ensure a workplace that is free from all forms of discrimination, harassment and retaliation? Yes

XNo

13. ensure that subordinate supervisors have effective managerial, communication and interpersonal skills in order to supervise most effectively in a workplace with diverse employees and avoid disputes arising from ineffective communications?

Yes

XNo

14. ensure the provision of requested religious accommodations when such accommodations do not cause an undue hardship?

Yes

XNo

15. ensure the provision of requested disability accommodations to qualified individuals with disabilities when such accommodations do not cause an undue hardship?

Yes

XNo

16. Have all employees been informed about what behaviors are inappropriate in the workplace and that this behavior may result in disciplinary actions?

Yes

XNo

17. Describe what means were utilized by the Agency to so inform its workforce about the penalties for unacceptable behavior.** Information is posted on web pages, in form of policy statements, training materials, and through VA-wide communications media (newsletters, broadcasts, etc.), and through bulletin board postings of findings of discrimination. New employees briefed during on-boarding process.

Yes

X

No

18. Have the procedures for reasonable accommodation for individuals with disabilities been made readily available/accessible to all employees by disseminating such procedures during orientation of new employees and by making such procedures available on the World Wide Web or Internet?

Yes

XNo

19. Have managers and supervisor been trained on their responsibilities under the procedures for reasonable accommodation?

Yes

XNo

31

Essential Element B: INTEGRATION OF EEO INTO THE AGENCY'S STRATEGIC MISSIONRequires that the Agency's EEO programs be organized and structured to maintain a workplace that is free from discrimination in any of the

Agency's policies, procedures or practices and supports the Agency's strategic mission.

Compliance Indicator The reporting structure for the EEO Program provides the Principal EEO Official with appropriate authority and resources to effectively carry out a successful EEO

Program.


Measures Yes No

20. Is the EEO Manager/Officer under the immediate supervision of the Agency head official?(For example, does the Regional EEO Officer report to the Regional Administrator?)

Yes

XNo

21. Are the duties and responsibilities of EEO staff clearly defined? Yes

XNo

22. Does the EEO staff have the knowledge, skills, and abilities to carry out the duties and responsibilities of their positions? Yes

XNo

23. If the facility has 2nd level reporting components, are there organizational charts that clearly define the reporting structure for EEO programs?

Yes

XNo

24. If the facility has 2nd level reporting components, does the facility-wide EEO Manager have authority for the EEO programs within the subordinate reporting components? If not, please describe how EEO program authority is delegated to subordinate reporting components.

Yes

XNo

Compliance Indicator The EEO Manager and other EEO professional staff responsible for EEO programs have regular and effective means of informing the facility head and senior

management officials of the status of EEO programs and are involved in, and consulted on, management/personnel actions.


Measures Yes No

25. Does the EEO Manager have a regular and effective means of informing the facility head and other top management officials of the effectiveness, efficiency and legal compliance of the facility's EEO program?

Yes

XNo

26. Following the submission of the immediately preceding FORM 715-01, did the EEO Director/Officer present to the head of the facility and other senior officials the "EEO state of the Facility" briefing covering all components of the EEO report, including an assessment of the performance of the facility in each of the six elements of the Model EEO Program and a report on the progress of the facility in completing its barrier analysis including any barriers it identified and/or eliminated or reduced the impact of?

Yes

XNo

27. Are EEO program officials present during facility deliberations prior to decisions regarding recruitment strategies, vacancy projections, succession planning, selections for training/career development opportunities, and other workforce changes?

Yes

XNo

28. Does the facility consider whether any group of employees or applicants might be negatively impacted prior to making human resource decisions such as re-organizations and re-alignments?

Yes

XNo

29. Are management/personnel policies, procedures and practices examined at regular intervals to assess whether there are hidden impediments to the realization of equality of opportunity for any group(s) of employees or applicants? [see 29 C.F.R. § 1614.102(b)(3)]

Yes

XNo

32

30. Is the EEO Manager included in the facility's strategic planning, especially the facility's human capital plan, regarding succession planning, training, etc., to ensure that EEO concerns are integrated into the facility's strategic mission?

Yes

XNo

Compliance IndicatorThe facility has committed sufficient human resources and budget allocations to

its EEO programs to ensure successful operation.


Measures Yes No

31. Does the EEO Manager have the authority and funding to ensure implementation of facility EEO action plans to improve EEO program efficiency and/or eliminate identified barriers to the realization of equality of opportunity?

Yes

XNo

32. Are sufficient personnel resources allocated to the EEO Program to ensure that facility self-assessments and self-analyses prescribed by EEO MD-715 are conducted annually and to maintain an effective complaint processing system?

Yes

XNo

33. Are statutory/regulatory EEO related Special Emphasis Programs sufficiently staffed? Yes

XNo

34. Federal Women's Program - 5 U.S.C. 7201; 38 U.S.C. 4214; Title 5 CFR, Subpart B, 720.204 Yes

XNo

35. Hispanic Employment Program - Title 5 CFR, Subpart B, 720.204 Yes

XNo

36. People With Disabilities Program Manager; Selective Placement Program for Individuals With Disabilities - Section 501 of the Rehabilitation Act; Title 5 U.S.C. Subpart B, Chapter 31, Subchapter I-3102; 5 CFR 213.3102(t) and (u); 5 CFR 315.709

Yes

XNo

37. Are other facility special emphasis programs monitored by the EEO Office for coordination and compliance with EEO guidelines and principles, such as FEORP - 5 CFR 720; Veterans Employment Programs; and Black/African American; American Indian/Alaska Native, Asian American/Pacific Islander programs?

Yes

XNo

38. Are there sufficient resources to enable the facility to conduct a thorough barrier analysis of its workforce, including the provision of adequate data collection and tracking systems?

Yes

XNo

39. Is there sufficient budget allocated to all employees to utilize, when desired, all EEO programs, including the complaint processing program and ADR, and to make a request for reasonable accommodation? (Including subordinate level reporting components?)

Yes

XNo

40. Has funding been secured for publication and distribution of EEO materials (e.g. harassment policies, EEO posters, reasonable accommodations procedures, etc.)?

Yes

XNo

41. Is there a central fund or other mechanism for funding supplies, equipment and services necessary to provide disability accommodations?

Yes

XNo

42. Does the facility fund major renovation projects to ensure timely compliance with Uniform Federal Accessibility Standards?** The Federal Accessibility Standards is superseded by the Architectural Barriers Act Accessibility Standards (ABAAS). Each VA facility has its own budget.

Yes

X*No

43. Is the EEO Program allocated sufficient resources to train all employees on EEO Programs, including administrative and judicial remedial procedures available to employees?

Yes

XNo

33

44. Is there sufficient funding to ensure the prominent posting of written materials in all personnel and EEO offices? Yes

XNo

Compliance IndicatorThe facility has committed sufficient human resources and budget allocations to

its EEO programs to ensure successful operation.


Measures Yes No

45. Is there sufficient funding to ensure that all employees have access to this training and information? Yes

XNo

46. Is there sufficient funding to provide all managers and supervisors with training and periodic up-dates on their EEO responsibilities:

Yes No

47. for ensuring a workplace that is free from all forms of discrimination, including harassment and retaliation? Yes

XNo

48. to provide religious accommodations? Yes

XNo

49. to provide disability accommodations in accordance with the facility's written procedures? Yes

XNo

50. in the EEO discrimination complaint process?** Office of Resolution Management has sole responsibility

Yes

XNo

51. to participate in ADR?** Office of Resolution Management has sole responsibility

Yes

XNo

34

Essential Element C: MANAGEMENT AND PROGRAM ACCOUNTABILITYThis element requires the facility Head to hold all managers, supervisors, and EEO Officials responsible for the effective implementation of the

facility's EEO Program and Plan.

Compliance Indicator EEO program officials advise and provide appropriate assistance to managers/supervisors about the

status of EEO programs within each manager's or supervisor's area or responsibility.


Measures Yes No

52. Are regular (monthly/quarterly/semi-annually) EEO updates provided to management/supervisory officials by EEO program officials?

Yes

XNo

53. Do EEO program officials coordinate the development and implementation of EEO Plans with all appropriate facility managers to include facility Counsel, Human Resource Officials, Finance, and the Chief information Officer?

Yes

XNo

Compliance Indicator The Human Resources Manager and the EEO Manager meet regularly to assess whether personnel

programs, policies, and procedures are in conformity with instructions contained in EEOC management directives. [see 29 CFR § 1614.102(b)(3)]


Measures Yes No

54. Have time-tables or schedules been established for the facility to review its Merit Promotion Program Policy and Procedures for systemic barriers that may be impeding full participation in promotion opportunities by all groups?

Yes

XNo

55. Have time-tables or schedules been established for the facility to review its Employee Recognition Awards Program and Procedures for systemic barriers that may be impeding full participation in the program by all groups?

Yes No

X

56. Have time-tables or schedules been established for the facility to review its Employee Development/Training Programs for systemic barriers that may be impeding full participation in training opportunities by all groups?

Yes No

X

Compliance Indicator When findings of discrimination are made, the facility explores whether or not disciplinary actions should

be taken.


Measures Yes No

57. Does the facility have a disciplinary policy and/or a table of penalties that covers employees found to have committed discrimination?

Yes

XNo

58. Have all employees, supervisors, and managers been informed as to the penalties for being found to perpetrate discriminatory behavior or for taking personnel actions based upon a prohibited basis?

Yes

XNo

59. Has the facility, when appropriate, disciplined or sanctioned managers/supervisors or employees found to have discriminated over the past two years? If so, cite number found to have discriminated and list penalty /disciplinary action for each type of violation.**This information is being captured and will be provided later. Since last year, we have conducted an analysis. Our analysis reveals that an appropriate disciplinary action wasn’t always taken.

Yes No

X

60. Does the facility promptly (within the established time frame) comply with EEOC, Merit Systems Protection Board, Federal Labor Relations Authority, labor arbitrators, and District Court orders?** Office of Resolution Management has sole responsibility for enforcing compliance with EEOC and OEDCA.

Yes

X

No

35

61. Does the facility review disability accommodation decisions/actions to ensure compliance with its written procedures and analyze the information tracked for trends, problems, etc.?

Yes No

X

Essential Element D: PROACTIVE PREVENTIONRequires that the facility head makes early efforts to prevent discriminatory actions and eliminate barriers to equal employment opportunity

in the workplace.

Compliance Indicator Analyses to identify and remove unnecessary barriers to employment are conducted

throughout the year.


Measures Yes No

62. Do senior managers meet with and assist the EEO Manager and/or other EEO staff in the identification of barriers that may be impeding the realization of equal employment opportunity?

Yes

XNo

63. When barriers are identified, do senior managers develop and implement, with the assistance of the facility EEO office, facility EEO Action Plans to eliminate said barriers?

Yes

XNo

64. Do senior managers successfully implement EEO Action Plans and incorporate the EEO Action Plan Objectives into facility strategic plans?

Yes

XNo

65. Are trend analyses of workforce profiles conducted by race, national origin, sex and disability? Yes

XNo

66. Are trend analyses of the workforce's major occupations conducted by race, national origin, sex and disability? Yes

XNo

67. Are trends analyses of the workforce's grade level distribution conducted by race, national origin, sex and disability? Yes

XNo

68. Are trend analyses of the workforce's compensation and reward system conducted by race, national origin, sex and disability?** During FY 2013, minimal trend analysis was conducted on the compensation and reward system using Table A13. Current analytical tools do not possess the robust and discrete capabilities to drill into the data.

Yes

XNo

69. Are trend analyses of the effects of management/personnel policies, procedures and practices conducted by race, national origin, sex and disability?

Yes

XNo


The use of Alternative Dispute Resolution (ADR) is encouraged by senior management.


Measures Yes No

70. Are all employees encouraged to use ADR?** Office of Resolution Management has responsibility

Yes

XNo

36

71. Is the participation of supervisors and managers in the ADR process required?** Office of Resolution Management has responsibility to encourage parties

Yes

XNo

Essential Element E: EFFICIENCYRequires that the facility head ensure that there are effective systems in place for evaluating the impact and effectiveness of the facility's EEO

Programs as well as an efficient and fair dispute resolution process.

Compliance Indicator The facility has sufficient staffing, funding, and authority to achieve the elimination of

identified barriers.


Measures Yes No

72. Does the EEO Office employ personnel with adequate training and experience to conduct the analyses required by MD-715 and these instructions?

Yes

XNo

73. Has the facility implemented an adequate data collection and analysis systems that permit tracking of the information required by MD-715 and these instructions?

Yes

XNo

74. Have sufficient resources been provided to conduct effective audits of field facilities' efforts to achieve a model EEO program and eliminate discrimination under Title VII and the Rehabilitation Act?** Curtailment of future travel funds could negatively affect our ability to audit facilities.

Yes

XNo

75. Is there a designated facility official or other mechanism in place to coordinate or assist with processing requests for disability accommodations in all major components of the facility?

Yes

XNo

76. Are 90 percent of accommodation requests processed within the time frame set forth in the facility procedures for reasonable accommodation?

Yes No

X

Compliance Indicator The facility has an effective complaint tracking and monitoring system in place to increase

the effectiveness of the facility's EEO Programs.


Measures Yes No

77. Does the facility use a complaint tracking and monitoring system that allows identification of the location and status of complaints and length of time elapsed at each stage of the facility's complaint resolution process?** Office of Resolution Management has sole responsibility

Yes

XNo

78. Does the facility's tracking system identify the issues and bases of the complaints, the aggrieved individuals/complainants, the involved management officials and other information to analyze complaint activity and trends?** Office of Resolution Management has sole responsibility

Yes

XNo

79. Does the facility hold contractors accountable for delay in counseling and investigation processing times?** Office of Resolution Management has sole responsibility

Yes

XNo

80. Does the facility monitor and ensure that new investigators, counselors, including contract and collateral duty investigators, receive the 32 hours of training required in accordance with EEO Management Directive MD-110?** Office of Resolution Management has sole responsibility

Yes

XNo

37

81. Does the facility monitor and ensure that experienced counselors, investigators, including contract and collateral duty investigators, receive the 8 hours of refresher training required on an annual basis in accordance with EEO Management Directive MD-110?** Office of Resolution Management has sole responsibility

Yes

XNo

Compliance Indicator The facility has sufficient staffing, funding and authority to comply with the time frames in

accordance with the EEOC (29 C.F.R. Part 1614) regulations for processing EEO complaints of employment discrimination.


Measures Yes No

82. Are benchmarks in place that compares the facility's discrimination complaint processes with 29 C.F.R. Part 1614?** Office of Resolution Management has sole responsibility

Yes

XNo

83. Does the facility provide timely EEO counseling within 30 days of the initial request or within an agreed upon extension in writing, up to 60 days?** Office of Resolution Management has sole responsibility

Yes

XNo

84. Does the facility provide an aggrieved person with written notification of his/her rights and responsibilities in the EEO process in a timely fashion?** Office of Resolution Management has sole responsibility

Yes

XNo

85. Does the facility complete the investigations within the applicable prescribed time frame? Yes No

X

86. When a complainant requests a final Agency decision, does the facility issue the decision within 60 days of the request?

Yes No

X

87. When a complainant requests a hearing, does the facility immediately upon receipt of the request from the EEOC AJ forward the investigative file to the EEOC Hearing Office?** Office of Resolution Management has sole responsibility

Yes

XNo

88. When a settlement agreement is entered into, does the facility timely complete any obligations provided for in such agreements?** Office of Resolution Management has oversight responsibility only

Yes

XNo

89. Does the facility ensure timely compliance with EEOC AJ decisions which are not the subject of an appeal by the facility?** Office of Resolution Management has oversight responsibility only

Yes

XNo

Compliance Indicator There is an efficient and fair dispute resolution process and effective systems for evaluating

the impact and effectiveness of the facility's EEO complaint processing program.


Measures Yes No

90. In accordance with 29 C.F.R. §1614.102(b), has the facility established an ADR Program during the pre-complaint and formal complaint stages of the EEO process?** Office of Resolution Management has oversight responsibility only

Yes

XNo

91. Does the facility require all managers and supervisors to receive ADR training in accordance with EEOC (29 C.F.R. Part 1614) regulations, with emphasis on the federal government's interest in encouraging mutual resolution of disputes and the benefits associated with utilizing ADR?** Office of Resolution Management has oversight responsibility only

Yes

XNo

92. After the facility has offered ADR and the complainant has elected to participate in ADR, are the managers required to participate?

Yes

XNo

93. Does the responsible management official directly involved in the dispute have settlement authority?** It should be noted that EEOC regulations do not allow for the responsible management official directly involved in the dispute to have

Yes No

38

settlement authority. It should be someone at a higher level with signature authority. No Part H not required corrective action required X

Compliance Indicator The facility has effective systems in place for maintaining and evaluating the impact and

effectiveness of its EEO programs.


Measures Yes No

94. Does the facility have a system of management controls in place to ensure the timely, accurate, complete and consistent reporting of EEO complaint data to the EEOC?

Yes

XNo

95. Does the facility provide reasonable resources for the EEO complaint process to ensure efficient and successful operation in accordance with 29 C.F.R. § 1614.102(a) (1)?

Yes

XNo

96. Does the facility EEO office have management controls in place to monitor and ensure that the data received from Human Resources is accurate, timely received, and contains all the required data elements for submitting annual reports to the EEOC?

Yes

XNo

97. Do the facility's EEO programs address all of the laws enforced by the EEOC? Yes

XNo

98. Does the facility identify and monitor significant trends in complaint processing to determine whether the facility is meeting its obligations under Title VII and the Rehabilitation Act?** Office of Resolution Management has sole responsibility

Yes

XNo

99. Does the facility track recruitment efforts and analyze efforts to identify potential barriers in accordance with MD-715 standards?

Yes

XNo

100. Does the facility consult with other agencies of similar size on the effectiveness of their EEO programs to identify best practices and share ideas?

Yes

XNo

Compliance Indicator The facility ensures that the investigation and adjudication function of its complaint

resolution process are separate from its legal defense arm of facility or other offices with conflicting or competing interests.


Measures Yes No

101. Are legal sufficiency reviews of EEO matters handled by a functional unit that is separate and apart from the unit which handles facility representation in EEO complaints?

Yes

XNo

102. Does the facility discrimination complaint process ensure a neutral adjudication function? Yes

XNo

103. If applicable, are processing time frames incorporated for the legal counsel's sufficiency review for timely processing of complaints?

Yes

XNo

39

Essential Element F: RESPONSIVENESS AND LEGAL COMPLIANCEThis element requires that federal agencies are in full compliance with EEO statutes and EEOC regulations, policy guidance, and other written

instructions.

Compliance Indicator Facility personnel are accountable for timely compliance with orders issued by EEOC

Administrative Judges.


Measures Yes No

104. Does the facility have a system of management control to ensure that facility officials timely comply with any orders or directives issued by EEOC Administrative Judges?** Office of Resolution Management has oversight responsibility only

Yes

XNo

Compliance Indicator The facility's system of management controls ensures that the facility timely completes all

ordered corrective action and submits its compliance report to EEOC within 30 days of such completion.


Measures Yes No

105. Does the agency have control over the payroll processing function of the agency? If Yes, answer the two questions below.

Yes No

X

106. Are there steps in place to guarantee responsive, timely, and predictable processing of ordered monetary relief?** Office of Resolution Management has responsibility for monitoring compliance. The facility is responsible for the processing.

Yes No

107. Are procedures in place to promptly process other forms of ordered relief?** Office of Resolution Management has oversight responsibility only. Facilities have responsibilities for processing.

Yes No

Compliance Indicator Facility personnel are accountable for the timely completion of actions required to comply

with orders of EEOC.


Measures Yes No

108. Is compliance with EEOC orders encompassed in the performance standards of any facility employees?** Office of Resolution Management has oversight responsibility only

Yes

XNo

If so, please identify the employees by title in the comments section, and state how performance is measured.

109. Is the unit charged with the responsibility for compliance with EEOC orders located in the EEO office? If not, please identify the unit in which it is located, the number of employees in the unit, and their grade levels in the comments section.** Office of Resolution Management has oversight responsibility only

Yes

XNo

110. Have the involved employees received any formal training in EEO compliance?** Office of Resolution Management has oversight responsibility only

Yes No

40

X

111. Does the facility promptly provide to the EEOC the following documentation for completing compliance: Yes No

112. Attorney Fees: Copy of check issued for attorney fees and /or a narrative statement by an appropriate facility official, or facility payment order dating the dollar amount of attorney fees paid?** Office of Resolution Management has oversight responsibility only

Yes

XNo

113. Awards: A narrative statement by an appropriate facility official stating the dollar amount and the criteria used to calculate the award?** Office of Resolution Management has oversight responsibility only

Yes

XNo

114. Back Pay and Interest: Computer print-outs or payroll documents outlining gross back pay and interest, copy of any checks issued, narrative statement by an appropriate facility official of total monies paid?** Office of Resolution Management has oversight responsibility only

Yes

XNo

115. Compensatory Damages: The final Agency decision and evidence of payment, if made?** Office of Resolution Management has oversight responsibility only

Yes

XNo

116. Training: Attendance roster at training session(s) or a narrative statement by an appropriate facility official confirming that specific persons or groups of persons attended training on a date certain?** Office of Resolution Management has oversight responsibility only

Yes

XNo

117. Personnel Actions (e.g., Reinstatement, Promotion, Hiring, Reassignment): Copies of SF-50s?** Office of Resolution Management has oversight responsibility only

Yes

XNo

118. Posting of Notice of Violation: Original signed and dated notice reflecting the dates that the notice was posted? A copy of the notice will suffice if the original is not available.** Office of Resolution Management has oversight responsibility only

Yes

XNo

119. Supplemental Investigation: 1. Copy of letter to complainant acknowledging receipt from EEOC of remanded case. 2. Copy of letter to complainant transmitting the Report of Investigation (not the ROI itself unless specified). 3. Copy of request for a hearing (complainant's request or facility's transmittal letter)?** Office of Resolution Management has sole responsibility

Yes

XNo

120. Final Agency Decision (FAD): FAD or copy of the complainant's request for a hearing?** Office of Resolution Management has sole responsibility

Yes

XNo

121. Restoration of Leave: Print-out or statement identifying the amount of leave restored, if applicable. If not, an explanation or statement?** Office of Resolution Management has oversight responsibility only

Yes

XNo

122. Civil Actions: A complete copy of the civil action complaint demonstrating same issues raised as in compliance matters?

Yes

XNo

123. Settlement Agreements: Signed and dated agreement with specific dollar amounts, if applicable? Also, appropriate documentation of relief is provided.** Office of Resolution Management has oversight responsibility only

Yes

XNo

41


42

EEOC FORM715-01 PART H

National

U.S. Equal Employment Opportunity CommissionANNUAL EEO PROGRAM STATUS REPORT

Plan To Attain the Essential Elements of a Model EEO Program


STATEMENT of MODEL PROGRAM ESSENTIAL ELEMENT DEFICIENCY:

MANAGEMENT AND PROGRAM ACCOUNTABILITY: Regular EEO briefings with officials, HR, and review for disciplinary action; (Q52-61)

Q55. Have time-tables or schedules been established for the facility to review its Employee Recognition Awards Program and Procedures for systemic barriers that may be impeding full participation in the program by all groups?

OBJECTIVE 1: (National ) Collaborate with HR to conduct analyses of Employee Recognition and Awards program.

RESPONSIBLE OFFICIAL: VA Learning University (VALU), ODI, OHRM, Administration Training Officers (TOs)

DATE OBJECTIVE INITIATED: January 7, 2010

TARGET DATE FOR COMPLETION OF OBJECTIVE:

September 30, 2013NEW DATE: September 30, 2014

PLANNED ACTIVITIES TOWARD COMPLETION OF OBJECTIVE: TARGET DATE(Must be specific) example: mm/dd/yyyy

Work with OHRM to identify any barriers in the Employee Recognition Awards Program. 9/30/2013NEW DATE 9/30/2014

Develop quarterly schedule to meet with OHRM to review the related policies and procedures. 06/30/2014

REPORT OF ACCOMPLISHMENTS: Last year’s planned activities to eliminate deficiencies noted were not accomplished by the original target date, due to competing priorities. Accordingly, target dates have been modified. Due to competing resources for high priority FY 2013 initiatives, target dates pushed to FY 2014.

43




Q56: Have timetables or schedules been established for the organization to review its Employee Development/Training Programs for systemic barriers that may be impeding full participation in the programs by all groups?

OBJECTIVE 2: (National ) Collaborate with HR to conduct analyses of Employee Development and training programs.




September 30, 2013NEW DATE: September 30, 2015


Work with OHRM, VALU, and Admin TOs to identify system for reporting aggregate statistics on training participant demographics (race, ethnicity, gender, and disability status) for purposes of barrier analysis.

06/30/2012New Date: 3/30/2014

Develop quarterly schedule to meet with OHRM to review the related policies and procedures. 06/30/2014

Integrate employee demographic data into the Talent Management System 9/30/2014

Work with OHRM to identify any barriers in the Employee Development/Training Programs. 9/30/2013NEW DATE 9/30/2015

REPORT OF ACCOMPLISHMENTS: Last year’s planned activities to eliminate deficiencies noted were not accomplished by the original target date, due to competing priorities. Accordingly, target dates have been modified. Due to competing resources for high priority FY 2013 initiatives, target dates pushed to FY 2015

44




Q59. Has the facility, when appropriate, disciplined or sanctioned managers/supervisors or employees found to have discriminated over the past two years? If so, cite number found to have discriminated and list penalty /disciplinary action for each type of violation.**This information is being captured and will be provided later. Since last year, we have conducted an analysis. Our analysis reveals that an appropriate disciplinary action wasn’t always taken.

OBJECTIVE 3: (National ) Implement a new VA EEO Accountability Review Board to review proposed/final corrective actions taken against Responsible Management Officials (RMOs) in response to findings of discrimination.




September 30, 2013NEW DATE: March 30, 2015


Reconvene task force of subject matter experts and stakeholders to update proposed process for reviewing corrective actions taken against RMOs in findings of discrimination 05/30/2014

Update and finalize proposal and draft SOP for EEO Accountability Board 06/30/2014

Brief senior leadership on proposal and obtain necessary approvals 09/30/2014

Appoint Board members and finalize Charter for EEO Accountability Board 09/30/2014

Hold initial training meeting of Board 11/30/2014

Hold first Board meeting 11/30/2014

Issue first report of recommendations to RMO leadership chain and OSVA 03/30/2015

REPORT OF ACCOMPLISHMENTS: Last year’s planned activities to eliminate deficiencies noted were not accomplished by the original target date, due to competing priorities. Accordingly, target dates have been modified. Due to competing resources for high priority FY 2013 initiatives, target dates pushed to FY 2014 and FY 2015

45




Q61. Does the facility review disability accommodation decisions/actions to ensure compliance with its written procedures and analyze the information tracked for trends, problems, etc.?

OBJECTIVE 4: (National ) Develop a centralized tracking mechanism and establish timetables for reviewing employee development/training programs for systemic barriers that may be impeding full participation by all groups.




September 30, 2013NEW DATE: March 30, 2015


Develop standard reporting features in the disability tracking system to monitor Reasonable Accommodations decisions/actions

06/30/2015

REPORT OF ACCOMPLISHMENTS: Last year’s planned activities to eliminate deficiencies noted were not accomplished by the original target date, due to competing priorities. Accordingly, target dates have been modified. Due to competing resources for high priority FY 2013 initiatives, target dates pushed to FY 2014 and FY 2015.

VA ODI implemented a new reasonable accommodation tracking system in FY2013 and is currently customizing the reporting feature for VA’s organizational hierarchy.

46



EFFICIENCY: Sufficient staffing for barrier analysis, complaints processing, ADR, and program evaluation (Q72-103)

Q76: Are 90 percent of accommodation requests processed within the time frame set forth within the agency procedures for reasonable accommodation?

OBJECTIVE 5: (National ) Establish and deploy a VA-wide centralized reasonable accommodation (RA) system to track timely processing of RA requests.

RESPONSIBLE OFFICIAL: ODI, ORM, VHA EEO Manager, Administration EEO and HR Officials

DATE OBJECTIVE INITIATED: 6/08/2010


9/30/2014


Develop communications plan and market new system to train users on the reporting feature in RACS through existing communication media (print, web, Integrated Human Resources Management Board, VA Diversity Council, MD-715 Liaison Work Group, etc.)

05/20/2011New Date: 09/20/2014

Monitor timeliness and denial rates. Provide quarterly feedback to the components. 09/20/2013NEW DATE:09/30/2014

NEW: Hold quarterly conference calls with Local Reasonable Accommodation Coordinators (LRACs) to provide training and answer questions.

9/30/2014Ongoing

NEW: Conduct virtual training for LRACs and EEO in each VA component. 9/30/2014Ongoing

REPORT OF ACCOMPLISHMENTS:Implemented system in 2012 and purchased additional concurrent licenses for the Reasonable Accommodation Compliance System (RACS) in order for the field offices to make timely reasonable accommodations submissions. Provided additional training to the field offices on standard procedures for utilizing the reporting feature in RACS.

47

Report Generated on 12/30/2013 STATEMENT of MODEL PROGRAM ESSENTIAL ELEMENT DEFICIENCY:


Q86. When a complainant requests a final facility decision, does the facility issue the decision within 60 days of the request?

OBJECTIVE 6: (National ) NEW: Issue final decisions within 60 days of complainant request.

RESPONSIBLE OFFICIAL: ODI, ORM, OEDCA, Administration EEO and HR Officials



9/30/2014


Continued streamlining of FAD decision formats. 09/30/2014

Incentives for increased production** Received over 1100 decision requests for the third consecutive year,

9/30/2014

REPORT OF ACCOMPLISHMENTS:Reduced overall case inventory by 30 percent---pending cases over 60 days were reduced by 14 percent and constitute a third of inventory at end of FY 13

48

Report Generated on 12/30/2013 STATEMENT of MODEL PROGRAM ESSENTIAL ELEMENT DEFICIENCY:


Q85: Does the facility complete the investigations within the applicable prescribed time frame?

OBJECTIVE 7: (National ) Utilize contract investigators to eliminate backlog of investigations.

RESPONSIBLE OFFICIAL: ORM



9/30/2014


1. Eliminate backlog of investigations by assigning to contract investigators. 09/23/2013 (assignments are made monthly)

2. Fill investigator vacancies. 05/31/2014

3. Monitor contract and internal investigator performance. Ongoing/monthly

REPORT OF ACCOMPLISHMENTS:

1. Contractors have completed 334 cases since beginning of FY 2014.2. Investigative inventory for cases pending assignment decreased by 51 percent.3. Decreased average age of cases assigned by 35 percent.

49



RESPONSIVENESS AND LEGAL COMPLIANCE: Federal agencies are in full compliance with EEO statutes and EEOC regulations, policy guidance, and other written instructions. (Q72-103)

Q105. Does the agency have control over the payroll processing function of the agency? If Yes, answer the two questions below.

OBJECTIVE 8: (National ) Continue with Tri-parte structure with payroll provider, DFAS.

RESPONSIBLE OFFICIAL: ODI, ORM, HR



9/30/2020


Maintain a system in place with the payroll provider (e.g., DFAS) to make timely and orderly submissions for all types of payment requests.

09/30/2020

Maintain a tri-partite structure (ORM, OEDCA, and HR) and system to provide an on-going check and balance process for ensuring monetary relief is prompt.

09/30/2020

REPORT OF ACCOMPLISHMENTS:VA continues its success with the tri-partite structure to ensure prompt process of monetary relief through the payroll process.

50

EEOC FORM715-01 PART I National

U.S. Equal Employment Opportunity CommissionANNUAL EEO PROGRAM STATUS REPORT

EEO Plan to Eliminate Identified Barrier


EEOC FORM715-01PART I



DEPARTMENT OF VETERANS AFFAIRS FY 2013

STATEMENT OF CONDITION THAT WAS A TRIGGER FOR A POTENTIAL BARRIER:

Less than expected representation of White females8

VA is experiencing less than expected participation for White females (WF) when compared to the Relevant Civilian Labor Force (RCLF). This less than expected participation trickles down to Administration level (Veterans Health Administration (VHA), Veterans Benefits Administration (VBA) and National Cemetery Administration (NCA)) and to VA’s Central Office (VACO).

BARRIER ANALYSIS 1: The first indication of a possible barrier was the disparity in the participation rate of White females in VA as indicated in Workforce Data Table A1. In VA, WFs represent 35.58 percent of the permanent and temporary workforce, whereas WFs represent 45.38 percent of the RCLF. The RCLF for the nursing and allied health care field is statistically weighted towards women. Because VA’s workforce is heavily concentrated in these fields, VA has a higher benchmark to reach in order to achieve parity.

The net change for WFs (3.38 percent) is below the net change for the total workforce (4.01 percent), meaning that WFs are growing at a rate below that of the total workforce. In VHA, WFs represent 36.80 percent of the permanent and temporary workforce, whereas WFs represent 46.53 percent of the RCLF. The net change for WFs (3.66 percent) is below the net change for VHA’s total workforce (4.27 percent), meaning that White females are growing at a rate below that of the total workforce. In VBA, WFs represent 28.25 percent of the permanent and temporary workforce, whereas WFs represent 41.48 percent of the RCLF. The net change for WFs (-0.60 percent) is below the net change for VBA’s total workforce (1.28 percent). A negative net change means WFs have experienced a decrease in representation since FY 2012. In NCA, WFs represent 13.44 percent of the permanent and temporary workforce, whereas WFs represent 21.81percent of the RCLF. However, the net change for WFs in NCA (3.96 percent is above the net change for the total workforce (2.27 percent), meaning that WFs are growing at a rate above that of the total workforce. In VACO, WFs represent 21.86 percent of the permanent and temporary workforce, whereas WFs represent 27.96 percent of the RCLF. The net change for WFs (1.12 percent) is below the net change for VACO’s total workforce (2.80 percent), meaning that WFs are growing at a rate below that of the total workforce. The less than expected participation VA-wide prompted a review of Tables A4-2, A6, A8 and A14.

Table A4-2 revealed less than expected participation in the following permanent General Schedule (GS) grades for WFs as compared to the participation of the total permanent workforce in a particular grade in GS-2 (WF: 0.02 percent; Total:0.03 percent), GS-3 (WF: 0.19 percent; Total: 0.33 percent), GS-4 (WF:1.37 percent; Total: 2.16 percent), GS-5 (WF: 8.54 percent; Total: 10.62 percent), GS-6 (WF: 12.78 percent; Total: 13.17 percent), GS-7 (WF: 6.35 percent; Total: 7.01 percent), GS-9 (WF: 5.76 percent; Total: 6.25 percent), GS-10 (WF:1.29 percent; Total: 1.43 percent), GS-14 (WF: 2.29 percent; Total: 2.36 percent), and GS-15 (WF: 4.58 percent; Total: 8.20 percent). WFs also have less than expected participation in the Senior Executive Service (SES) (WF: 0.11percent; Total: 0.12 percent).

A review of Table A6 revealed a less than expected participation rate for 23 (Police, Social Science, Human Resources Management, Equal Employment Opportunity, Miscellaneous Administration and Program, Program Management, Auditing, Nurse, Practical Nurse, Nursing Assistant, Medical Technologist, Diagnostic Radiologic Technologist, Medical Records Technician, Legal Assistance, Veterans Claims

8 The 2010 Census data provides a higher CLF and RCLF compared to the 2000 Census.51

Examining, Claims Assistance and Examining, General Business and Industry, Loan Specialist, Appraising, Cemetery Administration, Criminal Investigating, Information Technology Management, and Cemetery Caretaking) out of 28 identified major occupations in the permanent workforce.

Table A8 revealed that the hiring distribution for WFs (35.32 percent) is below their representation in the RCLF (45.19 percent).

In reviewing Table A14, WFs have a separation rate (35.64 percent) in the permanent workforce higher than their workforce participation rate (35.43 percent).

STATEMENT OF IDENTIFIED BARRIER:

Provide a succinct statement of the agency policy, procedure or practice that has been determined to be the barrier of the undesired condition.

The cause of the lower than expected participation rate for WFs is unknown. It appears that our hiring of WFs is not exceeding the growth of the total workforce like it should if we want to see progress in participation. Also, WFs in the workforce are leaving at a high proportion. Further examination of the policies, procedures, and practices impacting the hiring, retention, and separation processes is needed.

OBJECTIVE:

State the alternative or revised agency policy, procedure or practice to be implemented to correct the undesired condition.

Create an applicant flow system to identify potential barriers in the recruitment and selection process.Review the hiring policies, procedure and practices.Implement an exit interview process for those separating from VA.Eliminate, when possible, any barriers to equal opportunity.

RESPONSIBLE OFFICIAL: Assistant Secretary for Human Resources and Administration; Deputy Assistant Secretary for Human Resources Management; Deputy Assistant Secretary for Office of Diversity and Inclusion; Other Administration HR Officials



09/30/2016

52


EEO Plan To Eliminate Identified Barrier

INSTRUCTIONS: Describe the plans to implement the identified activities in the spaces below showing dates of benchmarks and responsible individuals. The success in implementing these plans should be shown in the REPORT OF ACCOMPLISHMENTS and MODIFICATIONS TO OBJECTIVE section. Items from the VA Diversity and Inclusion Annual Performance (DISP) Report are identified in parentheses.

TARGET DATE(Must be specific)

example: mm/dd/yyyy

Develop and implement a strategic plan that will address issues affecting female employment, career development, promotions, awards, and overall retention of females within the Department.

09/30/2015

Annually monitor Department-wide complaint trends to determine if there are adverse trends affecting White females in the workforce. 08/31/2016

VA will continue to partner with female professional and Veterans organizations, and post-secondary educational institutions to increase awareness of VA occupations, annually.

08/31/2016

ODI will develop an applicant flow system and integrate into MD-715 tables. 04/30/2014In progress

VA will continue meeting with Workforce Planners to incorporate VA’s EEO and Diversity and Inclusion goals into VA’s Strategic Plan and to ensure EEO demographic data considerations are factored into VA’s Workforce Succession and Human Capital Plans, annually.

09/30/2014

VA will continue to administer mentoring (formal and informal) programs to promote career development, retention, and upward mobility within the VA workforce. 09/30/2016

VA will ensure information on career development and leadership programs is disseminated to all employees to ensure employment opportunities are maximized, annually.

09/30/2016

Develop and facilitate virtual training and professional development forums annually to enhance workforce capacity in the areas of cultural competence, barrier analysis, unconscious bias, inclusion, special emphasis program management, etc.

09/30/2016

Roll out unconscious bias and cultural competency training for VA employees. 09/30/2014

REPORT OF ACCOMPLISHMENTS and MODIFICATIONS TO OBJECTIVE

53


54






Less than Expected Participation Rates for Hispanic males and females9

VA is experiencing less than expected participation for Hispanic males and females (HM and HF, respectively) when compared to the RCLF and the CLF. This less than expected participation trickles down to Administration level (VHA, VBA and NCA) and to VACO.

BARRIER ANALYSIS 2: (National) The first indication of a possible barrier was the disparity in the participation rate of HMs and HFs in VA as indicated in Workforce Data Table A1. In VA, HMs represent 3.10 percent of the permanent and temporary workforce and HFs represent3.52 percent, whereas HMs represent 3.93 percent of the RCLF and 5.17 percent of the CLF and HFs represent 5.71 percent and 4.79 percent, respectively. The RCLF for the nursing and allied health care field is statistically weighted towards women. Because VA’s workforce is heavily concentrated in these fields, VA has a higher benchmark to reach in order to achieve parity.

The net change for HMs (3.95 percent) and HFs (3.25 percent) is below the net change for the total workforce (4.01 percent), meaning that HMs and HFs are growing at a rate below that of the total workforce. In VHA, HMs represent3.03 percent of the permanent and temporary workforce and HFs represent3.66 percent, whereas HMs represent 3.86 percent of the RCLF and HFs represent 5.83 percent. The net change for HMs (3.98 percent) and HFs (3.41 percent) is below the net change for VHA’s total workforce (4.27 percent), meaning that HMs and HFs are growing at a rate below that of the total workforce. In VBA, HMs represent 2.99 percent of the permanent and temporary workforce and HFs represent 2.66 percent, whereas HMs represent 3.15 percent of the RCLF and HFs represent 5.71 percent. However, the net change for HMs in VBA (4.14 percent) and HFs(1.64 percent) is above the net change for total workforce (1.28 percent), meaning that HMs and HFs are growing at a rate above that of the total workforce. In NCA, HMs represent 8.20 percent of the permanent and temporary workforce and HFs represent 1.99 percent, whereas HMs represent 18.56 percent of the RCLF and HFs represent 3.42 percent. However, the net change for HMs (8.27 percent) and HFs (2.94 percent) in NCA is above the net change for the total workforce (2.27 percent), meaning that HMs and HFs are growing at a rate above that of the total workforce. In VACO, HMs represent 4.27 percent of the permanent and temporary workforce and HFs represent 1.98 percent, whereas HMs represent 4.65 percent of the RCLF and HFs represent 3.23 percent. The net change for HMs (2.06 percent) and HFs(0.40 percent) is below the net change for VACO’s total workforce (2.80 percent), meaning that HMs and HFs are growing at a rate below that of the total workforce. The less than expected participation VA-wide prompted a review of Tables A4-2, A6, A8, and A14.

Table A4-2 revealed less than expected participation in the following permanentGS grades for HMs as compared to the participation of the total permanent workforce in a particular grade in GS-8 (HM: 6.40 percent; Total: 6.96 percent), GS-11(HM: 15.72 percent; Total: 20.29 percent), GS-12 (HM: 8.03 percent; Total:9.52 percent), GS-13 (HM: 7.48 percent; Total: 11.51 percent), and GS-14(HM: 1.54 percent; Total: 2.36 percent). Table A4-2 also revealed less than expected participation in the following permanent GS grades for HFs in GS-2(HF: 0.02 percent; Total: 0.03 percent), GS-9 (HF: 6.01 percent; Total:6.25 percent), GS-10 (HF: 1.29 percent; Total: 1.43 percent), GS-12 (HF:8.27 percent; Total: 9.52 percent),GS-13 (HF: 8.94 percent; Total: 11.51 percent), GS-14 (HF: 1.19 percent; Total: 2.36 percent), GS-15 (HF: 4.59 percent; Total: 8.20 percent). HFs also have less than expected participation in the SES (HF: 0.03 percent; Total: 0.12 percent).

A review of Table A6 revealed a less than expected participation rate for HMs for 18 (Human Resources Management, Equal Employment Opportunity, Miscellaneous Administration and Program, Program Management, Management and Program Analyst, Financial Administration and Program, Medical Officer, Medical Technologist, Pharmacist, Medical Records Technician, General Attorney, Legal Assistant, Veterans Claims Examining, Loan Specialist, Cemetery Administration, Criminal Investigating, Information Technology Management, and Cemetery Caretaking) out of 28 identified

9 The 2010 Census data provides a higher CLF and RCLF compared to the 2000 Census data.55

major occupations in the permanent workforce. A review of Table A6 revealed a less than expected participation rate for HFs for 21 (Police, Social Science, Human Resources Management, Equal Employment Opportunity, Miscellaneous Administration and Program, Program Management, Financial Administration and Program, Practical Nurse, Nursing Assistant, Diagnostic Radiologic Technologist, Medical Records Technician, General Attorney, Legal Assistance, Veterans Claims Examining, Claims Assistance and Examining, General Business and Industry, Loan Specialist, Cemetery Administration, Criminal Investigating, Information Technology Management, and Cemetery Caretaking) out of 28 identified major occupations in the permanent workforce.

Table A8 revealed that the hiring distribution for HMs (2.83 percent) is below their representation in the RCLF (4.26 percent) and the hiring distribution for HFs(3.03 percent) is below their representation in the RCLF (6.02 percent).

In reviewing Table A14, HMs have a separation rate (3.08 percent) in the permanent workforce lower than their workforce participation rate (3.14 percent) and HFs have a separation rate (3.02 percent) lower than their workforce participation rate(3.57 percent).

We also reviewed the promotion rates for HMs and HFs. HMs and HFs had lower promotion rates (10.62 percent and 10.11 percent, respectively) as compared to the overall promotion rate (13.24 percent) for permanent entry level positions (GS 3-8). HFs also had a lower promotion rate of 3.81 percent as compared to the overall promotion rate of 6.36 percent for permanent mid-level positions (GS 9-12). For permanent senior level positions (GS 13-15), HMs and HFs had lower promotion rates (6.05 percent and 5.12 percent, respectively) as compared to the overall promotion rate (8.15 percent).

There were lower promotion rates for HMs and HFs transitioning from entry to mid-level positions (GS 8-9). HMs and HFs had a promotion rate of 4.67 percent and4.86 percent, respectively, as compared to the overall promotion rate of5.37 percent. There were also lower promotion rates for HMs and HFs transitioning from mid to senior level positions (GS 12-13). HMs and HFs had a promotion rate of 8.52 percent and 5.98 percent, respectively, as compared to the overall promotion rate of 11.03 percent.



The cause of the lower than expected participation rate for HMs and HFs is unknown. It appears that our hiring of HMs and HFs is not exceeding the growth of the total workforce like it should if we want to see progress in participation. Further examination of the policies, procedures, and practices impacting the hiring, retention, and separation processes is needed.

OBJECTIVE:


Create an applicant flow system to identify potential barriers in the recruitment and selection process.Review the hiring and promotion policies, procedures and practices.Implement an exit interview process for those separating from VA.Eliminate, when possible, any barriers to equal opportunity.




09/30/2016

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INSTRUCTIONS: Describe the plans to implement the identified activities in the spaces below showing dates of benchmarks and responsible individuals. The success in implementing these plans should be shown in the REPORT OF ACCOMPLISHMENTS and MODIFICATIONS TO OBJECTIVE section. Items from the VA Diversity and Inclusion Annual Performance (DISP)


example: mm/dd/yyyy

Annually increase communications between ODI and Hispanic Employment Program Managers (HEPM) Department-wide. 09/30/2016


Each VA organization should make a concerted effort to recruit from Minority Serving Institutions (MSIs) as well as colleges, universities, associations, and affinity groups with high levels of participation by HFs, annually.

09/30/2016

Develop methods to ensure VA sub-components have HERO plans in place; all echelons of VA will be held accountable for developing and implementing initiatives that incorporate HERO strategies to increase cultural competence and understanding of Hispanic cultures, and which are aimed at increasing outreach to the Hispanic community, annually.

09/30/2016

National Hispanic Program Manager, in coordination with other VA components develops a Hispanic Employment Strategic Plan which will be disseminated to all VA HEPMS, for which they will be held accountable and required to report on status.

09/30/2013COMPLETED

ODI will continue meeting with Workforce Planners to incorporate VA’s EEO and Diversity and Inclusion goals into VA’s Strategic Plan and to ensure EEO demographic data considerations are factored into VA’s Workforce Succession and Human Capital Plans, annually.

09/30/2014Ongoing

VA will continue to partner with Hispanic serving post-secondary educational institutions, professional organizations, military transition assistance program and Veterans Service Organizations for the conduct of targeted outreach, annually. VA will continue to optimize recruitment outreach activities and market VA as an Employer of Choice by leveraging the Student Outreach and Retention Program with two Hispanic serving post-secondary educational institutions in the Central Florida area.

09/30/2014



09/30/2016


09/30/2016



Provided below are accomplishments for the Hispanic Employment Program

VA Hispanic Employment, Retention and Outreach Strategic Plan: Former OPM Director, John Berry, highlighted the VA FY13-16 Hispanic Employment, Outreach and Retention as a Federal model for improving diversity. While discussing data on Hispanic representation in the Federal Government with Cyberfeds on December 17, 2012, OPM Director, John Berry, indicated that the “"The president wants these [Hispanic] numbers to improve," making Hispanic hiring “among my highest priorities." Mr. Berry also shared that

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“implementing the Department of Veterans' Affairs Hispanic Employment, Outreach, and Retention Strategic Plan for FY 2013-16” will help Federal efforts. The VA FY13-16 Hispanic Employment, Retention and Outreach (HERO) Strategic Plan was developed in keeping with Executive Order 13583-- Establishing a Coordinated Governmentwide Initiative to Promote Diversity and Inclusion in the Federal Workforce. The HERO Plan was finalized and published in March 2013.

Hispanic Employment Program (HEP) Community Outreach: ODI/HEP partnered with VHA field facilities, the Center for Minority Veterans (CMV), and the Veteran Employment Service Office (VESO) in the conduct of outreach to the Hispanic community and Hispanic Veterans. The ODI Deputy Assistant Secretary continues to serve as a keynote speaker at many of these events and ODI, CMV and VESO staff continue to conduct workshops for the Hispanic community. HEP personnel have made great strides in strengthening partnerships and working relationships with national Hispanic civil rights, medical and social work organizations. Leading VA participation in 12 national events sets a new outreach record for ODI. The following Hispanic affinity events were supported by VA personnel:

o U.S. Hispanic Leadership Institute, Chicago, February 2013;o American GI Forum, Los Angeles, California, June 2013;o 7th International Conference on Social Work in Health and Mental Health, University of Southern

California, July 2013;o The League of United Latin American Citizens National Federal Training Institute and National

Conference, Los Angeles, July 3013;o National Society of Hispanic MBAs, Washington DC July 2013;o Social Workers Conference, Los Angeles, July 2013;o National Hispanic Physicians Association, Washington, DC, July 2013;o National Association of Hispanic Nurses, New Orleans, August 2013;o National IMAGE National Training Program, Baltimore, September 2013;o Latino Public Administration Executives Executive Leadership and Diversity Training Conference,

Washington, DC, August 2013;o National Organization for Mexican American Rights, September 2013; ando League of United Latin American Citizens National Federal Training Institute, Washington, DC,

September 2013.

HEP Virtual Training and Career Development: ODI/HEP utilized virtual modalities to provide career and professional development to HEPMs nationwide. Monthly virtual meetings have been held throughout FY 2013 featuring speakers at the SES level such as the Director of Diversity, Office of Personnel Management; Associate Director of the Hispanic PEW Research Center; Director, Office of Federal Compliance, Equal Employment Opportunity Commission; President, National Council of Hispanic Employment Program Managers and others. The VA Deputy Assistant Secretary for Diversity and Inclusion has been a prominent participant and supporter of this effort. ODI hosted a 3rd annual training program for HEPMs in conjunction with the National IMAGE Training Program the first week in September 2013 in Baltimore, Maryland.

External Agency Support: ODI/HEPM collaborates with the Office of Personnel Management and the National Council of Hispanic Employment Program Managers (NCHEPM) on various outreach projects. The HEPM is a member of the OPM Federal Employment Council Communications Work Group and is a member of the Executive Board of NCHEPMs.

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Less than expected representation of Asian males10

VA is experiencing less than expected participation for Asian males (AM) when compared to the RCLF. This less than expected participation trickles down to Administration level (VHA, VBA and NCA) and to VACO.

BARRIER ANALYSIS 3: (National) The first indication of a possible barrier was the disparity in the participation rate of AMs in VA as indicated in Workforce Data Table A1. In VA, AMs represent2.75 percent of the permanent and temporary workforce, whereas AMs represent 2.95 percent of the RCLF. However, the net change for AMs (8.49 percent) is above the net change for the total workforce (4.01 percent), meaning that AMs are growing at a rate above that of the total workforce. In VHA, AMs represent 2.82 percent of the permanent and temporary workforce, whereas AMs represent 2.93 percent of the RCLF. However, the net change for AMs (8.43 percent) is above the net change for VHA’s total workforce (4.27 percent), meaning that AMs are growing at a rate above that of the total workforce. In VBA, AMs represent 1.46 percent of the permanent and temporary workforce, whereas AMs represent 1.96 percent of the RCLF. However, the net change for AMs (12.50 percent) is above the net change for VBA’s total workforce (1.28 percent), meaning that AMs are growing at a rate above that of the total workforce. Also, in NCA, AMs represent 1.59 percent of the permanent and temporary workforce, whereas AMs represent 1.71 percent of the RCLF. The net change for AMs (-9.68 percent) is below the net change for NCA’s total workforce (2.27 percent). A negative net change means AMs have experienced a decrease in representation since FY 2012. In VACO, AMs represent 3.31 percent of the permanent and temporary workforce, whereas AMs represent 4.88 percent of the RCLF. However, the net change for AMs (8.44 percent) is above the net change for VACO’s total workforce (2.80 percent), meaning that AMs are growing at a rate above that of the total workforce. The less than expected participation VA-wide prompted a review of Tables A4-2, A6, A8, and A14.

Table A4-2 revealed less than expected participation in the following permanent GS grades for AMs as compared to the participation of the total permanent workforce in a particular grade in GS-3 (AM: 0.09 percent; Total: 0.33 percent), GS-4 (AM:1.12 percent; Total: 2.16 percent), GS-5 (AM: 5.09 percent; Total: 10.62 percent), GS-6 (AM: 7.63 percent; Total: 13.17 percent), GS-7 (AM: 4.97 percent; Total: 7.01 percent), GS-8 (AM: 6.71 percent; Total: 6.96 percent), GS-9 (AM: 5.20 percent; Total: 6.25 percent, GS-11 (AM: 15.09 percent; Total: 20.29 percent), GS-12 (AM: 8.24 percent; Total: 9.52 percent), GS-13 (AM: 6.74 percent; Total: 11.51 percent), and GS-14 (AM: 2.03 percent; Total: 2.36 percent). AMs also have less than expected participation in the SES (AM: 0.05 percent; Total: 0.12 percent).

A review of Table A6 revealed a less than expected participation rate for 18 (Police, Social Science, Human Resources Management, Equal Employment Opportunity, Miscellaneous Administration and Program, Program Management, Management and Program Analyst, Financial Administration and Program, Auditing, Pharmacist, Medical Records Technician, Legal Assistant, Veterans Claims Examining, General Business and Industry, Loan Specialist, Appraising, Cemetery Administration, and Information Technology Management) out of 28 identified major occupations in the permanent workforce.

Table A8 revealed that the hiring distribution for AMs (2.97 percent) is above their representation in the RCLF (2.77 percent).

In reviewing Table A14, AMs have a separation rate (2.19 percent) in the permanent workforce lower than their workforce participation rate (2.58 percent).


The cause of the lower than expected participation rate for AMs is unknown. It appears that our hiring of AMs is exceeding the growth of the total workforce like it

10 The 2010 Census data provides a higher CLF and RCLF compared to the 2000 Census data which for the first time shows Asian men falling below their expected representation. In addition, there was a correction on how we counted Asians. In previous years employees self-designating as White and Asian were accounted in the two or more races, now they are counted as Asians.

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should if we expect to see progress in the participation. However, we still have less than expected participation. Further examination of the policies, procedures, and practices impacting the hiring, retention, and separation processes is needed.

OBJECTIVE:


Create an applicant flow system to identify potential barriers in the recruitment and selection process.Review the hiring policies, procedure and practices.Implement an exit interview process for those separating from VA.Eliminate, when possible, any barriers to equal opportunity.




09/30/2016

60





example: mm/dd/yyyy


ODI will continue meeting with Workforce Planners to incorporate VA’s EEO and Diversity and Inclusion goals into VA’s Strategic Plan and to ensure EEO demographic data considerations are factored into VA’s Workforce Succession and Human Capital Plans, annually.

09/30/2014Ongoing



09/30/2016


09/30/2016

Develop virtual leadership and professional development forums to enhance Special Emphasis Program Manager’s competence in the areas of recruitment and retention outreach.

09/30/2014

Continue partnerships with AAPI affinity organizations, such as Federal Asian Pacific American Council (FAPAC) and Asian American Government Executive Network to enhance AAPI outreach and leadership development programs and leverage VA's National Diversity Internship and Pathways Programs.

09/30/2014

Increase outreach/assistance to the AAPI communities and Veteran population via participation in affinity group national and regional conferences, activities sponsored by Veterans and professional organizations, AAPI affinity organizations, and Asian American/Native American/Pacific Islander Education Serving Institutions.

09/30/2014

Work with VALU and VHA Healthcare Retention and Recruitment Office to ensure information on career development/leadership programs are disseminated to all employees.

09/30/2014Ongoing

Review workforce data for promotions, SES participation, training and developmental programs for all race/ethnicity and gender groups

09/30/2014In Progress



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Program Management

Conducted workforce analysis, diversity targeted recruitment and retention outreach all employee survey analysis in alignment with applicable program goals noted in the VA Diversity and Inclusion Strategic Plan, MD-715 Goals and planned activities, White House Initiative on Asian Americans and Pacific Islanders (WHIAAPI) and other related goals in Executive Orders, and Federal regulations.

The National AAPI Employment Program Manager in the ODI held three WHIAAPI Interoffice Work Group meetings to discuss VA’s WHIAPPI FY 2013 Mid-Year Accomplishment Report. He also participated in two WHIAAPI Interagency Implementation Team quarterly meetings, which focused on the accomplishment report and other related program areas. These meetings lead to the successful submission of VA’s WHIAAPI FY 2013 Mid-Year Accomplishment Report on April 30, 2013.

Recruitment and Retention Outreach

During FY 2013, VA continued to conduct focused outreach and recruitment to groups with less than expected participation rate, including AAPIs, at the national level through participation in national conferences such as the FAPAC and Conference on Asian Pacific American Leadership (CAPAL). In addition, through the National Diversity Internship Program, managed by ODI, VA targeted its outreach to increase diversity within its internship programs. As a result of this effort, the Asian Pacific American Institute for Congressional Studies and the International Leadership Foundation were two vendors that were utilized to identify potential students for the intern programs.

ODI created two All Station Memos announcing and encouraging participation in FAPAC’s Outstanding Civilian Individual Awards for 2013 and the 28th FAPAC National Leadership Training Program, which was held in Long Beach, California. An Asian Pacific American Month Field Information Package was created for dissemination to field facilities and posting on VA’s Web site.

Three VACO Staff Offices: CMV, NCA’s HR Office, and ODI conducted recruitment outreach to the AAPI community during the CAPAL Career Fair held on July 19, 2013. VA staffed two exhibit booths and provided attendees with information on VA’s Diversity program and programs and services available to Veterans. The Career Fair was open to the general public and presented an opportunity for students and young professionals to interact with employers in the Washington, DC area.

ODI produced a departmental memorandum commemorating May 2013 as AAPI Heritage Month. The memo was disseminated throughout VA. The VACO APA Heritage Month planning committee accomplished three events:

o Kick-off event on May 2, 2013.o AAPI educational presentation on May 16, 2013.o Cultural event on May 30, 2013.

VA partnered with FAPAC during its 28th National Leadership Training Program to host a no-cost VA Agency Forum on Monday, May 6, 2013, to accomplish VA diversity goals. The forum was an opportunity designed to provide VA employees and Veterans with information on VA goals and objectives related to the AAPI Employment Program, including the White House Initiative on AAPI. VA continues to demonstrate its commitment to Diversity and Inclusion and express its support for employee development and outreach with AAPI affinity organizations. During the Conference, the EEO Office and Human Resources Specialists from VA Long Beach Healthcare System, the Veterans Employment Service Office, NCA, and VBA personnel conducted extensive outreach to Veterans.

During the month of May, ODI produced a memorandum announcing and encouraging participation in the Society of American Indian Government Employee (SAIGE) National Training Program held June 2013 in Spokane, Washington. The memo was disseminated throughout VA. During the event, as the VA Lead for the SAIGE conference, ODI coordinated VA’s support and participation in the conference to include the Native American Medal of Honor display, exhibit staffing by NCA, OPIA’s Office of Tribal Government Relations (OTGR) and great support by personnel of the Mann-Grandstaff VA Medical Center. ODI also partnered with SAIGE and OTGR to provide VA presenters for the Veterans Track panel discussion.

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FY 2013


Low Promotion Rates for Black Females

VA is experiencing low promotion rates in GS for Black females when compared to the promotion rate for the overall workforce.

BARRIER ANALYSIS 4: (National)

We reviewed the promotion rates for Black females. Black females had lower promotion rates (11.51 percent) as compared to the overall promotion rate (13.24 percent) for permanent entry level positions (GS 3-8). Black females also had lower promotion rates (6.10 percent) as compared to the overall promotion rate (6.36 percent) for permanent mid-level positions (GS 9-12). For permanent senior level positions (GS 13-15), Black females had lower promotion rates(7.37 percent) as compared to the overall promotion rate (8.15 percent).

There were lower promotion rates for Black females transitioning from entry to mid-level positions (GS 8-9). Black females had a promotion rate of4.55 percent as compared to the overall promotion rate of 5.37 percent. There were also lower promotion rates for Black females transitioning from mid to senior level positions (GS 12-13). Black females had a promotion rate of9.18 percent as compared to the overall promotion rate of 11.03 percent.



The cause of the low promotion rates for Black females is unknown. Further examination of the policies, procedures, and practices impacting promotions is needed.

OBJECTIVE:


Review the policies, procedures, and practices impacting promotions. Eliminate, when possible, any barriers to equal opportunity.




09/30/2015

63




TARGET DATE(Must be specific) example:

mm/dd/yyyy

Conduct an educational/training needs assessment for employees and conduct barrier analysis to determine if there are challenges to attaining training. 09/30/2015


Expand ODI/VALU Pilot program on MyCareer@VA to additional facilities focusing on training/developmental strategies to facilitate promotion. 09/30/2015

Track and monitor advancement of employees within the pipeline to ensure upward mobility is occurring using the applicant pool data. 09/30/2015


In FY 2013, VA/ODI presented training to agency employees at the Blacks in Government National Conference in Dallas, Texas. The training presented information on career development and leadership programs, MyCareer@VA, and other informative sessions to improve upward advancement in VA. In addition to the training, ODI established a panel discussion titled, “Where Do We Go From Here” in response to the U.S. Equal Employment Opportunity Commission’s African American Workgroup Report, which describes seven obstacles to opportunities for African Americans in the Federal workforce. The panel was designed to enable employees the opportunity to engage in a moderated dialogue with panel member who shared perspectives and personal experiences of career successes and leadership challenges.

The White House Initiative on Historically Black College and Universities (HBCU), in conjunction with the U.S. Department of Education, hosted a 2-day national conference commemorating National HBCU Week and highlighting the significant contributions which HBCUs have made to the Nation. In support of VA’s commitment to cultivating more diverse workplace opportunities, ODI, nominated one of VA’s employees to attend the 2013 HBCU Conference. The conference enabled VA employees to: 1.) Enhance knowledge and understanding on the President’s perspective on higher education, funding and the future of HBCUs from a fiscal, philanthropic efforts, and Federal Government support in continuing long standing relationships with HBCUs; 2.) Extended relationships between Federal agencies and HBCUs; and 3.) Develop new professional networks within public, private and intergovernmental entities based on common interests and public service efforts.

ODI partnered with VALU to launch a MyCareer@VA pilot aimed at eradicating potential barriers to EEO in VA. This joint initiative targeted all employees, specifically in pay levels at and below GS-9/equivalent and in wage grade positions who wish to progress in their field or move to a new field. The pilot program utilized cutting-edge career development tools and resources offered through MyCareer@VA and provided employees with knowledge and resources that can be used to achieve their career goals at VA. Pilot sites were Martinsburg, West Virginia and Washington, DC. VAMCs and an estimated 800 employees participated in the pilot which consisted of three components: 1) Introduction to MyCareer@VA for Employees (live training, in-person); 2) MyCareer@VA for Supervisors and Mentors (live training, in-person); and 3) CareerPower Training Course (virtual, self-paced). Participants reported significantly higher responses to the following:

1) I am currently taking steps to enrich my current job. 2) I am satisfied with what I learned using MyCareer; and 3) I am committed to applying what I learned from MyCareer@VA Next steps: ODI will expand access to pilot and track career outcomes.

The Blacks in Government VA Headquarters Chapter conducted its first Annual Induction Mentoring Future Leadership of American Government (FLAG) Conference during FY 2013. The Chapter implemented the Senior FLAG consisting of twenty college students from Virginia Commonwealth University. The purpose of the Conference was to assign the students to VA employees who had a desire to mentor. Students received training on financial literacy, leadership, and resume writing and were assigned individual mentors. Mock interviews were also conducted by Senior leadership.

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FY 2013


High Volume of Discrimination Complaints: In FY 2013, the number of findings of discrimination for VA decreased (41** in FY 2012 and 36 in FY 2013). Reprisal, disability, and sex were the most prevalent bases of discrimination in those findings.

** A correction was made to the FY 2012 findings of discrimination. It was previously reported in the FY 2012 MD 715 report as 38.

BARRIER ANALYSIS 5: (National)

The per capita filing rate at the informal and formal stages is higher than the Governmentwide average. The informal rate decreased from 1.39 percent to 1.26 percent from FY 2012 to 2013 (slightly higher than the Governmentwide average of 1.12 percent); and the formal filing rate decreased from 0.73 percent to 0.61 percent (still higher than the government-wide average is of .46 percent). While the Department continues to make some progress continued work is needed to reach the Governmentwide levels. In FY 2013, the number of findings in discrimination remained constant (41 in 2012 and 36 in 2013). Reprisal, disability, and sex were the most prevalent bases of discrimination in those findings. Some corrective strategies to focus on include increasing early resolution of EEO complaints through counseling and ADR, reviewing findings and incorporating lessons learned into training, and increasing EEO and consultative services.

A review of the findings of discrimination identified that reprisal, specifically, per se violations, was the common basis for the findings of discrimination. Retaliation is also the most frequently alleged basis of discrimination in the Federal Government even though an employer is prohibited from taking an adverse action based on an employee’s prior EEO activity. Per se retaliation/reprisal is an automatic violation of the law against reprisal that does not require evidence of an “adverse action.” Per se violations occur when management officials make negative comments or take action against an individual who participates in the EEO process in any capacity.



Lack of understanding by managers and supervisors of EEO obligations.Delays in requesting or scheduling ADR.

OBJECTIVE:


Review findings of discrimination to identify lessons learned and incorporate into training. Develop and implement standardized and customized resolution strategies. Encourage resolution of pending cases that are likely to result in a finding of discrimination. Actively promotes the use of ADR before and during the EEO complaint process. Utilize mechanisms that allows facilities to track progress in EEO/ADR.

RESPONSIBLE OFFICIAL: ORM, ODI, VALU, Administrations



09/30/2013New Date 09/30/2014 -- plans below are further clarifications and expansion of previous year’s planned activities

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TARGET DATE(Must be specific) example:

mm/dd/yyyy

Encourage Resolution of Complaints Likely To Result in Findings of Discrimination. ORM has a process in place to alert senior leaders of pending cases that may result in findings of discrimination. ORM encourages and facilitates resolution of these cases where possible.

09/30/2014Annual process

Utilize new mechanism that allows facilities to track progress in EEO/ADR. One of the responsibilities of ORM is to be proactive in providing VA managers resources to assist them in identifying and resolving workplace disputes as early as possible. ORM has deployed an electronic dashboard nationwide that is designed to provide current data regarding key indicators of the work environment. Data in the dashboard (graphs, charts, and raw data) identifies trends and provides the basis for strategies to address out-of-line scenarios or to establish strategic targets regarding EEO and ADR activity at the facility level.


Encourage Resolution of EEO Complaints at the Informal Stage. ORM has developed strategies for EEO counselors, facility EEO and ADR program managers and ADR neutrals to use to support early resolution of complaints. Strategies include video teleconferencing and on-site counseling, increased assignment of neutrals with record of effective results, greater use of pre-mediation meetings with the parties, and increased collaboration with General/Regional Counsel to timely review and finalize settlement agreements. Additionally, ORM developed a resource document with examples of resolution strategies and settlement outcomes that is shared with managers participating in ADR. ORM has also stood up a call center that allows employees and managers to inquire about various forums available to address workplace disputes that often lead to EEO complaints. These initiatives have promoted ADR as a primary resource to address workplace disputes and EEO complaints. ORM also hired 10 full-time mediators duringFY 2013 to facilitate resolution at the informal stage and developed an assessment program to identify and address workplace conflict.


Based on the Critical Indicators page in the automated MD-715 workforce analysis slides, identify the topics coded red for this and subordinate facilities. Describe your plan to address these issues. ODI has systematically been rank ordering all-employee survey data, separation rates, complaint rates, and sick leave rates and other workforce data to identify the facilities that appear to have the greatest potential risk (including facilities where findings of discrimination have been rendered). Facilities ranking lowest are selected for Technical Assistance Reviews (TAR). ODI later reviews the implementation of the resulting recommendations. Regions also use this data for their own interventions.**ODI completed 6 TARs during FY 2012. This is a recurring process.


Identify and address any process or systemic issues at facilities where findings of discrimination have been made. ORM will work with facilities where findings are made to determine if there are systemic issues. Where we identify problems, we will work with the facility to develop a plan of action to avoid recurrences.

09/30/2013NEW DATE: 09/30/2014

Roll out unconscious bias, cultural competency, and interpersonal effectiveness training for VA employees in partnership with VALU. 09/30/2014


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In FY 2013, the informal per capita filing rate decreased to 1.26 percent, and the formal filing rate decreased from 0.73 percent to 0.61 percent. This resulted from an increase in the informal resolution rate from 48 percent in FY 2012 to51 percent in FY 2013.

ORM has a process in place to identify cases that may result in a finding of discrimination. ORM brings these cases to the attention senior leaders to explore resolution.

While ORM monitors and ensures compliance with all findings of discrimination, it is more important to take actions that will ultimately result in less findings of discrimination. To that end, ORM and ODI have developed training for senior leaders that focuses on EEO obligations and responsibilities. It has a particular focus on the leaders’ responsibilities in the area of conflict management, reasonable accommodation, reprisal and harassment. ODI has posted new EEO and diversity training modules on its Web site for easy, nationwide access. Finally, ODI is currently increasing its training and organizational staffing complement in order to accede to the growing demand for these services. ODI will continue to partner with HR and ORM to provide diversity awareness training to the administrations and facilities. Our goal is to provide facilities with a clear understanding of what diversity is and what it isn't, to raise a greater awareness and sensitivity to diversity issues that go well beyond the assumed categories, and to recommend behavioral tools for fostering a more cohesive workplace.

One of the strategies that contributed to the decrease of EEO complaints is the implementation of EEO, Diversity, and Conflict Management Training. In FY 2013, VA ODI updated its mandatory EEO, Diversity, Conflict Management Training for Executives, Managers, and Supervisors and trained over 30,000 managers nationwide. This training includes modules on disability employment and reasonable accommodations. As a result of this and the other proactive prevention strategies described below, VA’s per capita rate of discrimination complaint filings (both formal and informal), decreased significantly from FY 2012 (from 1.39 percent to 1.26 percent and .73 percent to .61 percent, respectively).

ODI expanded its corporate EEO and diversity training program and consultative function for the agency and conducted over 125 face-to-face training sessions nationwide to over 4,500 employees in 17 VA facilities to include VACO, VBA Regional Offices, VAMCs, and the Board of Veterans Appeals. V-Tel was integrated when available to include outlying CBOCs of medical centers. Two specialized presentations of LGBT awareness were presented to five federal agencies in one location and another at DoD by invitation. ODI established a strong collaborative relationship with Human Resources Management (HRM), providing critical information on EEO, Diversity and Inclusion, and Reasonable Accommodations to new employees and new supervisors and managers in training sessions designed to assist them in their daily work. ODI has presented at 26 on-boarding and 4 manager and supervisor briefings throughout the fiscal year which give ODI an opportunity to interact with over 1,000 employees.

ODI also partnered with VALU’s CED Directorate to support the integration of customized diversity and inclusion concepts, practices, and principles into the Interpersonal Effectiveness Learning Program. Two courses are under final development for release in 2nd and 3rd quarters of FY 2014: (1.) Diversity: Valuing Diversity in the Workplace is part of the Interpersonal Effectiveness Learning Program, designed to enhance organizational effectiveness by focusing on building interpersonal skills. The Valuing Diversity in the Workplace course is a foundational level course that introduces the concepts of diversity in the workplace as well as techniques aimed at improving communication and building better working relationships. (2.) Diversity: Fostering an Inclusive Culture is part of the Interpersonal Effectiveness Learning Program, designed to enhance organizational effectiveness by focusing on building interpersonal skills. The Fostering an Inclusive Culture course is an intermediate level course that outlines methods for seeking out diverse ideas and alternative viewpoints, examines ways to involve people with diverse backgrounds in the problem-solving process, and presents techniques to resolve conflict through open, transparent communication.

ODI developed a standard national training program for the VA Service Support Center analytical tools for HR and diversity management, and for Barrier Analysis training. More than 175 EEO specialists and directors signed up through the TMS portal and were trained during 8 separate training events.

ORM conducted numerous training and awareness programs in the area of ADR and increased its complaint resolution rate from 46 percent in FY 2012 to 52 percent in FY 2013. One strategy included disseminating ADR videos to educate the parties to a complaint on the process and value of ADR.

ODI implemented its new Inclusion Index and analyzed employee responses to diversity and inclusion survey items in the Federal Employee Viewpoint Survey. Under the auspices of the VA Diversity Council, ODI commissioned a study to examine differences in survey responses of specific, diverse VA employee groups, and study of employee perceptions of fairness in the workplace. In addition, ODI administered the Secretary of Veterans Affairs Annual Diversity and Inclusion Excellence Awards Program to recognize achievements in three categories of the VA workforce. Finally, ODI co-initiated a partnership with the Human Rights Campaign and participated in the Health Equity Index to assess LGBT cultural competence and equity in VA medical centers.

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68

EEOC FORM 715-01 PART J

PART IDepartment or

Agency Information

1. Agency 1. U.S. Department of Veterans Affairs

1.a. 2nd Level Component 1.a.

1.b. 3rd Level or lower 1.b.

PART IIEmployment Trend and

Special Recruitment for Individuals With

Targeted Disabilities

Enter Actual Number at the ...

SEP - FY12. SEP - FY13. Net Change

Number % Number % Number Rate of Change

Total Work Force 302,969 100.00% 315,259 100.00% 12,290 04.06%

Reportable Disability 31,878 10.52% 34,867 11.06% 2,989 09.38%

Targeted Disability* 5,465 01.80% 6,056 01.92% 591 10.81%

1. Total Number of Applications Received From Persons With Targeted Disabilities during the reporting period.

***

2. Total Number of Selections of Individuals with Targeted Disabilities during the reporting period.

885

PART III Participation Rates In Agency Employment Programs

Other Employment/Personne

l Programs

TOTAL Reportable Disability Targeted Disability Not Identified No Disability

# % # % # % # %

3. Competitive Promotions

8,733 1,366 15.64% 207 02.37% 308 03.53% 7,059 80.83%

4. Non-Competitive Promotions

10,337 1,905 18.43% 241 02.33% 487 04.71% 7,945 76.86%

5. Employee Development/Training

*** *** *** *** *** *** *** *** ***

5.a. Grades 5 - 12 *** *** *** *** *** *** *** *** ***

5.b. Grades 13 - 14 *** *** *** *** *** *** *** *** ***

5.c. Grade 15/SES Development Training

*** *** *** *** *** *** *** *** ***

6. Employee Recognition and Awards

--- --- --- --- --- --- --- --- ---

6.a. Time-Off Awards (Total hrs. awarded)

170,071 21,242 12.49% 2,653 01.56% 3,931 02.31% 144,898 85.20%

6.b. Cash Awards (total $$$ awarded)

$193,602,734

$20,765,880

10.73% $2,854,743

01.47% $4,298,872

02.22% $168,537,982

87.05%

6.c. Quality-Step Increase

796 91 11.43% 8 01.01% 0 00.00% 705 88.57%

*** = Data is not currently being collected.

69

MD-715 - Part J*= Data shown includes full-time, part-time and intermittent permanent employees in a pay status and excluding medical and manila residents. Please see Data Definitions for a listing of the Nature of Action codes that are included for Time-Off awards, Cash Awards, and Quality-Step Increase.

Analysis

While still above the government average of 0.99 percent for FY 2012 (the latest data available), VA’s representation of individuals with targeted disabilities has not reached the Administration’s goal of 2 percent, and this group has a glass ceiling at the GS-9/title 38 equivalent level.

In FY 2013, the percent of VA’s permanent workforce with a targeted disability increased to 1.92 percent, up from 1.80 percent in FY 2012 and 1.65 percent in FY 2011. The rate of growth, or net change, for the total permanent workforce with targeted disabilities (11.50 percent) was about three times the rate of growth for the entire permanent workforce (4.01 percent), [Reference Table B1]. The high net change is essential to achieving an annual on board ratio increase.

Permanent employees with targeted disabilities are not well represented above GS-9/Title 38 equivalent pay levels. They are well represented at the Senior Executive Level (0.11 percent compared to 0.12 percent for the total workforce). From FY 2012 to 2013, employees with targeted disabilities experienced a marginal increase in their participation rate at the GS-10, GS-11, GS-13 and 14/title 38 equivalents. There was a marginal decrease at the GS-12, 15/title 38 equivalent.

With the exception of the Sales Workers occupational category (Table B3), employees with targeted disabilities made gains in FY 2012 in all other professional categories. They are now 1.48 percent of the Executive/Senior Level (1.38 percent in FY 2012), 1.30 percent of Mid-Level Officials and Managers (1.13 percent in 2012), 1.87 percent of First-Level Officials and Managers (1.76 percent in 2012) and 1.74 of Total Officials and Managers (1.62 percent in 2012).

The five job series with the largest number of employees with targeted disabilities are Custodial Workers (794), Medical Support Assistant (490), Miscellaneous Clerk and Assistant (456), Food Service (381), and Nurse (337).

Of the job series that offer promotion potential, there was an increase in employees with targeted disabilities in the title 5 job category. For example, Social Science, Human Resources, EEO, Miscellaneous Administration and Program, Management and Program Analysis, Information Technology, Cemetery Caretaker, Cemetery Administration, and General Business and Industry all had an increase in the number and ratio of employees with targeted disabilities. There was a decrease in the number and ratio of employees with targeted disabilities in the medical profession (Medical Officer, Nurse).

At the end of FY 2013, 23.355 percent of employees with targeted disabilities in permanent positions were in wage grade occupations, up from 21.65 percent in FY 2012. In comparison, at the end of FY 2013, 7.67 percent of individuals with no disabilities in permanent positions were in wage grade positions, down from 7.95 percent in FY 2012.

By legislation, the Laundry job series is reserved for Veterans with service-connected disabilities, yet 28 of 106 employees in the Laundry job series are identified as non-Veterans. The top three wage grade occupations for individuals without disabilities are Custodial Worker (7,502), Food Service (5,392) and Cook (1,102).

Also, while 7.45 percent of the total VA permanent workforce with no disabilities separated in FY 2013, 11.46 percent of employees with targeted disabilities separated. Sixty percent of the employees with targeted disabilities who separated have psychiatric disabilities. Of the employees with targeted disabilities who were involuntarily separated, 78 percent (118) have psychiatric disabilities. Of VA’s permanent employees with targeted disabilities, 54 percent have psychiatric disabilities. While this group is only 1.04 percent of VA’s workforce, they were 5.11 percent of involuntary separations.

Although training of Selective Placement Coordinators and Local Reasonable Accommodation Coordinators has increased, the number of coordinators with the proper skill set remains insufficient throughout the Department.

The ratio of complaints based on disability remains high.

VA has encountered obstacles in installing assistive technology because each facility has a slightly different infrastructure.

Accomplishments

In FY 2013, ODI trained 175 employees on how to identify less than expected participation rates within their respective facilities. ODI reports quarterly on the progress of hiring individuals with targeted disabilities. ODI also trained all NCA managers and supervisors on reasonable accommodation procedures. ODI conducted Schedule A and RA training on all six technical assistance review visits. ODI issued guidance on Schedule A hiring, disability law, RA, etc. to the Selective Placement Coordinators and the LRACs.

In FY 2013, VA made great strides toward the goal that two percent of the workforce be people with targeted disabilities. This group is now 1.99 percent of the work force, an increase from 1.85 percent at the end of FY 2012. While the VA total workforce had a 4.01 percent net change, there was an 11.5 percent net change for employees with targeted disabilities. This group was 2.83 percent of total hires.

In FY 2012, they were 2.58 percent of total hires. Increasing the number of employees with disabilities, especially targeted disabilities, improves the ability of VA employees and managers to understand the viewpoint of disabled Veterans. The Disability

70

Program was reinvigorated with a HCIP hire in FY 2010. At the end of FY 2009, employees with targeted disabilities were only 1.47 percent of VA’s workforce. In 4 years, VA has achieved a 35 percent increase for this group. (Unfortunately, EEOC has not released data since the FY 2010 report, so we can’t verify where VA’s on board data stands in relation to the other agencies.)

Quarterly updates on hires of people with targeted disabilities were sent to all facilities and VACO, letting them know of their progress. Periodically, the Disability Program Manager sent emails providing guidance on the Schedule A excepted appointment authority and other pertinent guidance.

VA hired 48 WRP interns for summer positions. This is the second highest number for one Federal agency. The WRP provides pre-screened college students and graduates with disabilities who are eligible for employment. Several of these interns were converted to permanent positions. ODI reimbursed salary costs for most of these interns from the WRP fund.

RA is required by the Rehabilitation Act of 1973, as amended, and is also critical to the retention of these employees. The Centralized Fund was used to reimburse the cost of 1,105 accommodations. The VA employees, LRACs, who are responsible for processing accommodation requests received training on the process and on the automated tracking system. The automated tracking program “Reasonable Accommodations Compliance System” was rolled out in FY 2013 and all Administrations were instructed to ensure that every LRAC was using the system.

In February 2013, the U.S. Department of Labor’s Office of Disability Employment Programs (ODEP) created several videos of ODI’s Deputy Assistant Secretary, the Director, Outreach and Retention Division, and VA’s Disability Program Manager discussing our program. ODEP has publicized these videos and lauded VA for having best practices.

Based on questions from LRACs, supervisors, and employees, as well as new EEOC guidance, VA Handbook 5975.1, Processing Requests for Reasonable Accommodation from Applicants and Employees, was updated. The draft was sent to the Administrations and the Office of General Counsel for comment. After some negotiations, the final was submitted for signature. Several other agencies have said they are waiting to see VA’s new procedures.

In September 2013, VA’s Disability Program Manager participated in a panel discussion at MicroPact’s Symposium. The panel, which was repeated four times during the day so that all participants could attend, focused on accommodation issues.

Data on employment of individuals with targeted disabilities is included in ODI’s quarterly reports which were given to senior staff. Quarterly hiring data is also shared with EEO and HR staff VA-wide. This resulted in most VA components exceeding the hiring goal in FY 2013.

ODI published articles regarding the importance for career growth for individuals with targeted disabilities. ODI also talked about this topic on six site visits. During site visit trainings, ODI provides barrier analysis training specific to individuals with targeted disabilities.

71

Planned Activities

Recruiting Individuals with Targeted Disabilities Target Date1. ODI will publicize best practices from facilities that have taken proactive steps and demonstrated an increase in hiring of individuals with targeted disabilities, annually.

9/30/2016Annually

2. ODI will release quarterly reports on success in meeting the 2 percent hiring goal in FY 2014. These reports will go to the Secretary and the Administrators.

9/30/2016

3. ODI will research the top colleges and universities for each of VA’s most populous occupations and identify the contact information for the office providing services to students with disabilities at each. Job announcements will be distributed to these contacts.

3/30/2013CANCELLED

4. ODI will continue to conduct Schedule A and Reasonable Accommodation training biannually to HR, EEO staff, and all managers and supervisors to encourage the use of this special hiring authority and support the employment of IWTDs.

09/30/2016Biennial

Placing Individuals with Targeted Disabilities to Improve Possibilities for Career Development

Target Date

ODI will ensure that placement for career growth is included in training, newsletter articles, and site visits as a topic, annually.

2/15/2016

When ODI trains HR staff and hiring officials on employment of individuals with targeted disabilities, including the Schedule A hiring process. We will stress the need to place them in positions with promotion potential.

9/30/2016

ODI will encourage VA components to report successes and best practices, which can be shared via the Diversity Newsletter issued bi-monthly by ODI.

9/30/2016

ODI will contact OPM and EEOC for guidance on how to legally provide opportunities for advancement.

9/30/2014

Identify Individuals with Targeted Disabilities who can be advanced to higher positions

Target Date

ODI will instruct the administrations on pulling education/pay data so that they can monitor their progress, annually.

9/30/2016

ODI will encourage VA components to report successes and best practices, which can be shared via the Diversity Newsletter issued bi-monthly by ODI.

9/30/2013Ongoing

ODI will expand ODI/VALU Pilot program on MyCareer to additional facilities focusing on training/developmental strategies to facilitate promotion potential. Slots for this program were designated for individuals with targeted disabilities.

09/30/2015

Coordination and Collaboration Efforts Target DateODI will monitor progress on the hiring objective for individuals with disabilities contained Diversity and Inclusion Strategic Plan on a quarterly basis through the VA’s MD-715 on-line reporting system.

09/30/2016

ODI will provide VA Managers and HR staff with quarterly training in disability law and RA procedures.

09/30/2016

ODI will continue to work with CIO staff to create guidance on streamlining the approval and procurement of electronic/information technology accommodations.

9/30/2016

ODI will work with the Veterans Employment Services Office to explore options for employees who are Veterans with psychiatric disabilities, in an effort to reduce involuntary separations.

9/30/2014

ODI will continue to issue guidance to the Selective Placement Coordinators and the LRACs.

9/30/2016

ODI will solicit members for a disability employment workgroup to address disability employment issues.

09/30/2014

72

Workforce Analytical Tables

73


74

Table A1: Total Workforce - by Race/Ethnicity and Sex - SEP – FY 2013

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino


White Black or African American

Asian Native Hawaiian or Other Pacific

Islander

American Indian or Alaska Native

Two or More Races/

Undisclosed

All male female male female male female male female male female male female male female male female

TOTAL

FY 2012 # 323,154 131,232 191,922 10,032 11,463 80,824 115,678 28,905 46,893 8,513 13,592 325 402 1,518 2,231 1,115 1,663

% 99.99% 40.60% 59.39% 03.10% 03.55% 25.01% 35.80% 08.94% 14.51% 02.63% 04.21% 00.10% 00.12% 00.47% 00.69% 00.35% 00.51%

FY 2013 # 336,119 136,576 199,543 10,428 11,836 83,600 119,585 30,572 49,496 9,236 14,644 401 489 1,950 2,910 389 583

% 100.02% 40.64% 59.38% 03.10% 03.52% 24.87% 35.58% 09.10% 14.73% 02.75% 04.36% 00.12% 00.15% 00.58% 00.87% 00.12% 00.17%

RCLF (2010)

% 99.97% 34.24% 65.73% 03.93% 05.71% 23.28% 45.38% 03.57% 09.20% 02.95% 04.35% 00.04% 00.08% 00.27% 00.64% 00.20% 00.37%

CLF (2010)

% 100.00% 51.84% 48.16% 5.17% 4.79% 38.33% 34.03% 5.49% 6.53% 1.97% 1.93% 0.07% 0.07% 0.53% 0.53% 0.26% 0.28%

Difference

Ratio Change

# 12,965 5,344 7,621 396 373 2,776 3,907 1,667 2,603 723 1,052 76 87 432 679 -726 -1,080

% 0.03% 0.04% -0.01% 0.00% -0.03% -0.14% -0.22% 0.16% 0.22% 0.12% 0.15% 0.02% 0.03% 0.11% 0.18% -0.23% -0.34%

Net Change

% 4.01% 4.07% 3.97% 3.95% 3.25% 3.43% 3.38% 5.77% 5.55% 8.49% 7.74% 23.38% 21.64% 28.46% 30.43% -5.11% -4.94%

PERMANENT

FY 2012 # 299,964 121,800 178,164 9,437 10,738 75,031 107,226 27,286 44,181 7,348 12,109 294 368 1,388 2,052 1,016 1,490

% 100.01% 40.61% 59.40% 03.15% 03.58% 25.01% 35.75% 09.10% 14.73% 02.45% 04.04% 00.10% 00.12% 00.46% 00.68% 00.34% 00.50%

FY 2013 # 312,325 127,034 185,291 9,774 11,043 77,764 110,811 28,939 46,680 8,067 13,104 362 439 1,776 2,687 352 527

% 100.02% 40.68% 59.34% 03.13% 03.54% 24.90% 35.48% 09.27% 14.95% 02.58% 04.20% 00.12% 00.14% 00.57% 00.86% 00.11% 00.17%

Difference

Ratio Change

# 12,361 5,234 7,127 337 305 2,733 3,585 1,653 2,499 719 995 68 71 388 635 -664 -963

% 0.01% 0.07% -0.06% -0.02% -0.04% -0.11% -0.27% 0.17% 0.22% 0.13% 0.16% 0.02% 0.02% 0.11% 0.18% -0.23% -0.33%

Net Change

% 4.12% 4.30% 4.00% 3.57% 2.84% 3.64% 3.34% 6.06% 5.66% 9.78% 8.22% 23.13% 19.29% 27.95% 30.95% -5.35% -4.63%

TEMPORARY

75

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander


Two or More Races/

Undisclosed


FY 2012 # 19,586 8,106 11,480 436 465 5,174 7,404 1,153 1,912 1,113 1,361 27 27 113 152 90 159

% 100.01% 41.40% 58.61% 02.23% 02.37% 26.42% 37.80% 05.89% 09.76% 05.68% 06.95% 00.14% 00.14% 00.58% 00.78% 00.46% 00.81%

FY 2013 # 20,271 8,243 12,028 469 529 5,252 7,750 1,192 2,040 1,107 1,427 33 43 154 190 36 49

% 99.99% 40.66% 59.33% 02.31% 02.61% 25.91% 38.23% 05.88% 10.06% 05.46% 07.04% 00.16% 00.21% 00.76% 00.94% 00.18% 00.24%

Difference

Ratio Change

# 685 137 548 33 64 78 346 39 128 -6 66 6 16 41 38 -54 -110

% -0.02% -0.74% 0.72% 0.08% 0.24% -0.51% 0.43% -0.01% 0.30% -0.22% 0.09% 0.02% 0.07% 0.18% 0.16% -0.28% -0.57%

Net Change

% 3.50% 1.69% 4.77% 7.57% 13.76% 1.51% 4.67% 3.38% 6.69% -0.54% 4.85% 22.22% 59.26% 36.28% 25.00% -0.00% -9.18%

NON-APPROPRIATED

FY 2012 # 3,604 1,326 2,278 159 260 619 1,048 466 800 52 122 4 7 17 27 9 14

% 100.00% 36.79% 63.21% 04.41% 07.21% 17.18% 29.08% 12.93% 22.20% 01.44% 03.39% 00.11% 00.19% 00.47% 00.75% 00.25% 00.39%

FY 2013 # 3,523 1,299 2,224 185 264 584 1,024 441 776 62 113 6 7 20 33 1 7

% 100.02% 36.88% 63.14% 05.25% 07.49% 16.58% 29.07% 12.52% 22.03% 01.76% 03.21% 00.17% 00.20% 00.57% 00.94% 00.03% 00.20%

Difference

Ratio Change

# -81 -27 -54 26 4 -35 -24 -25 -24 10 -9 2 0 3 6 -8 -7

% 0.02% 0.09% -0.07% 0.84% 0.28% -0.60% -0.01% -0.41% -0.17% 0.32% -0.18% 0.06% 0.01% 0.10% 0.19% -0.22% -0.19%

Net Change

% -2.25% -2.04% -2.37% 16.35% 1.54% -5.65% -2.29% -5.36% -3.00% 19.23% -7.38% 50.00% 0.00% 17.65% 22.22% -8.89% -0.00%

Data shown includes full-time, part-time, and intermittent employees in a pay status and excluding medical and Manila residents.The CLF data is based on the 2010 National Census Data and excludes Puerto Rico, and other U.S. territories (i.e., Guam, ...)RCLF comparisons are based on 2010 National Census National data.For VHA, the methodology for computing RCLF has changed. The new methodology uses state level data for determining RCLF and is consistent with the methodology for VBA and NCA.Non-Appropriated employees include all employees whose salaries are paid from funds generated by the Canteens (Cost Center 8990).Ratio Change - Simple subtraction of Current Fiscal Year % from Prior Fiscal Year %. This is the standard VA measure of change of representation and is called Change % in other VSSC reports.Net Change - According to EEOC, this is calculated by dividing difference in employment numbers (current year vs. prior year) by the number of employees in the prior year.

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Table B1: Total Workforce - by Disability - SEP – FY 2013

77

All VA TOTAL Total by Disability Status Detail for Targeted Disabilities

[04,05]No

Disability

[01]Not

Identified

[06-98]ReportableDisability

TotalTargetedDisability

[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]Missing

Extremities

[64-69]Partial

Paralysis

[71-79]CompleteParalysis

[82]Epilepsy

[90]Severe

IntellectualDisability

[91]PsychiatricDisability

[92]Dwarfism

TOTAL

FY 2012 # 323,154 275,161 8,318 39,675 5,993 368 532 224 577 170 585 289 3,149 99

% 100.00% 85.15% 02.57% 12.28% 01.85% 00.11% 00.16% 00.07% 00.18% 00.05% 00.18% 00.09% 00.97% 00.03%

FY 2013 # 336,119 283,408 9,033 43,678 6,682 398 527 234 640 172 605 300 3,716 90

% 100.00% 84.32% 02.69% 12.99% 01.99% 00.12% 00.16% 00.07% 00.19% 00.05% 00.18% 00.09% 01.11% 00.03%

Difference

Ratio Change

# 12,965 8,247 715 4,003 689 30 -5 10 63 2 20 11 567 -9

% 00.00% -00.83% 00.12% 00.71% 00.14% 00.01% 00.00% 00.00% 00.01% 00.00% 00.00% 00.00% 00.14% 00.00%

Net Change % 04.01% 03.00% 08.60% 10.09% 11.50% 08.15% -00.94% 04.46% 10.92% 01.18% 03.42% 03.81% 18.01% -09.09%

Federal High % 02.67%

PERMANENT

FY 2012 # 299,964 255,185 7,715 37,064 5,413 343 499 211 534 156 544 274 2,760 92

% 100.00% 85.07% 02.57% 12.36% 01.80% 00.11% 00.17% 00.07% 00.18% 00.05% 00.18% 00.09% 00.92% 00.03%

FY 2013 # 312,325 263,327 8,380 40,618 5,996 369 492 214 588 161 567 275 3,248 82

% 100.00% 84.31% 02.68% 13.01% 01.92% 00.12% 00.16% 00.07% 00.19% 00.05% 00.18% 00.09% 01.04% 00.03%

Difference

Ratio Change

# 12,361 8,142 665 3,554 583 26 -7 3 54 5 23 1 488 -10

% 00.00% -00.76% 00.11% 00.65% 00.12% 00.01% -00.01% 00.00% 00.01% 00.00% 00.00% 00.00% 00.12% 00.00%

Net Change % 04.12% 03.19% 08.62% 09.59% 10.77% 07.58% -01.40% 01.42% 10.11% 03.21% 04.23% 00.36% 17.68% -10.87%

TEMPORARY

FY 2012 # 19,586 16,810 510 2,266 520 19 27 12 39 14 35 6 363 5

% 100.00% 85.83% 02.60% 11.57% 02.65% 00.10% 00.14% 00.06% 00.20% 00.07% 00.18% 00.03% 01.85% 00.03%

FY 2013 # 20,271 17,032 554 2,685 611 21 27 19 46 11 33 15 433 6

% 100.00% 84.02% 02.73% 13.25% 03.01% 00.10% 00.13% 00.09% 00.23% 00.05% 00.16% 00.07% 02.14% 00.03%

Difference

Ratio Change

# 685 222 44 419 91 2 0 7 7 -3 -2 9 70 1

% 00.00% -01.81% 00.13% 01.68% 00.36% 00.00% -00.01% 00.03% 00.03% -00.02% -00.02% 00.04% 00.29% 00.00%

Net Change % 03.50% 01.32% 08.63% 18.49% 17.50% 10.53% 00.00% 58.33% 17.95% -21.43% -05.71% 150.00% 19.28% 20.00%

78


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]Missing

Extremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism

NON-APPROPRIATED

FY 2012 # 3,604 3,166 93 345 60 6 6 1 4 0 6 9 26 2

% 100.00% 87.85% 02.58% 09.57% 01.66% 00.17% 00.17% 00.03% 00.11% 00.00% 00.17% 00.25% 00.72% 00.06%

FY 2013 # 3,523 3,049 99 375 75 8 8 1 6 0 5 10 35 2

% 100.00% 86.55% 02.81% 10.64% 02.13% 00.23% 00.23% 00.03% 00.17% 00.00% 00.14% 00.28% 00.99% 00.06%

Difference

Ratio Change

# -81 -117 6 30 15 2 2 0 2 0 -1 1 9 0

% 00.00% -01.30% 00.23% 01.07% 00.47% 00.06% 00.06% 00.00% 00.06% 00.00% -00.03% 00.03% 00.27% 00.00%

Net Change % -02.25% -03.70% 06.45% 08.70% 25.00% 33.33% 33.33% 00.00% 50.00% 00.00% -16.67% 11.11% 34.62% 00.00%

Data shown includes full-time, part-time, and intermittent employees in a pay status and excluding medical and Manila residents.Non-Appropriated employees include all employees whose salaries are paid from funds generated by the Canteens (Cost Center 8990).Ratio Change - Simple subtraction of Current Fiscal Year % from Prior Fiscal Year %. This is the standard VA measure of change of representation and is called Change % in other VSSC reports.Net Change - According to EEOC, this is calculated by dividing difference in employment numbers (current year vs. prior year) by the number of employees in the prior year.

Table A2: TOTAL WORKFORCE BY COMPONENT - Permanent Workforce - by Race/Ethnicity and Sex - SEP – FY 2013

All VA TOTAL RACE/ETHNICITY

79

By Administration EMPLOYEES

Hispanic or Latino




Islander


Two or More Races/Undisclosed


TOTAL # 315,259 128,093 187,166 9,907 11,255 78,261 111,691 29,296 47,333 8,119 13,194 367 446 1,791 2,714 352 533

% 100.00% 40.63% 59.37% 03.14% 03.57% 24.82% 35.43% 09.29% 15.01% 02.58% 04.19% 00.12% 00.14% 00.57% 00.86% 00.11% 00.17%

RCLF (2010)

% 99.96% 33.85% 66.11% 03.94% 05.78% 22.97% 45.59% 03.59% 09.36% 02.84% 04.29% 00.04% 00.08% 00.27% 00.64% 00.20% 00.37%

VHA # 280,152 108,820 171,332 8,617 10,414 65,648 102,806 25,166 42,196 7,368 12,675 299 410 1,445 2,374 277 457

% 100.01% 38.85% 61.16% 03.08% 03.72% 23.43% 36.70% 08.98% 15.06% 02.63% 04.52% 00.11% 00.15% 00.52% 00.85% 00.10% 00.16%

VBA # 20,838 10,211 10,627 625 556 6,492 5,892 2,495 3,538 306 283 41 23 215 280 37 55

% 100.00% 49.00% 51.00% 03.00% 02.67% 31.15% 28.28% 11.97% 16.98% 01.47% 01.36% 00.20% 00.11% 01.03% 01.34% 00.18% 00.26%

NCA # 1,662 1,243 419 127 34 848 232 194 131 27 10 14 2 24 7 9 3

% 99.98% 74.77% 25.21% 07.64% 02.05% 51.02% 13.96% 11.67% 07.88% 01.62% 00.60% 00.84% 00.12% 01.44% 00.42% 00.54% 00.18%

STAFF OFFICES

# 12,607 7,819 4,788 538 251 5,273 2,761 1,441 1,468 418 226 13 11 107 53 29 18

% 100.00% 62.03% 37.97% 04.27% 01.99% 41.83% 21.90% 11.43% 11.64% 03.32% 01.79% 00.10% 00.09% 00.85% 00.42% 00.23% 00.14%

Data shown includes full-time, part-time, and intermittent permanent employees in a pay status and excluding medical and Manila residents.RCLF comparisons are based on 2010 Census National data.For VHA, the methodology for computing RCLF has changed. The new methodology uses state level data for determining RCLF and is consistent with the methodology for VBA and NCA.

Table B2: TOTAL WORKFORCE BY COMPONENT - Permanent Workforce - by Disability - SEP – FY 2013

All VABy Administration

TOTAL Total by Disability Status Detail for Targeted Disabilities

[04,05] [01] [06-98] Total [16,17,18] [21,23,25] [28,30,32-38] [64-69] [71-79] [82] [90] [91] [92]

80

NoDisability

NotIdentified

ReportableDisability

TargetedDisability

Hearing Vision MissingExtremities

PartialParalysis

CompleteParalysis

Epilepsy SevereIntellectualDisability

PsychiatricDisability

Dwarfism

TOTAL # 315,259 265,873 8,463 40,923 6,056 375 499 215 593 161 571 285 3,273 84

% 100.00% 84.33% 02.68% 12.98% 01.92% 00.12% 00.16% 00.07% 00.19% 00.05% 00.18% 00.09% 01.04% 00.03%

Federal High % 02.27%

VHA # 280,152 238,807 6,989 34,356 5,306 293 450 174 497 132 492 278 2,917 73

% 100.00% 85.24% 02.49% 12.26% 01.89% 00.10% 00.16% 00.06% 00.18% 00.05% 00.18% 00.10% 01.04% 00.03%

VBA # 20,838 15,771 887 4,180 490 55 28 26 68 19 50 5 233 6

% 100.00% 75.68% 04.26% 20.06% 02.35% 00.26% 00.13% 00.12% 00.33% 00.09% 00.24% 00.02% 01.12% 00.03%

NCA # 1,662 1,132 95 435 45 2 1 3 3 1 2 0 33 0

% 100.00% 68.11% 05.72% 26.17% 02.71% 00.12% 00.06% 00.18% 00.18% 00.06% 00.12% 00.00% 01.99% 00.00%

STAFF OFFICES # 12,607 10,163 492 1,952 215 25 20 12 25 9 27 2 90 5

% 100.00% 80.61% 03.90% 15.48% 01.71% 00.20% 00.16% 00.10% 00.20% 00.07% 00.21% 00.02% 00.71% 00.04%

Data shown includes full-time, part-time, and intermittent permanent employees in a pay status and excluding medical and Manila residents.

Table A3: OCCUPATIONAL GROUPS - Permanent Workforce - Distribution by Race/Ethnicity and Sex - SEP – FY 2013

81

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander


Two or More Races/

Undisclosed

All Male female male female male female male female male female male female male female male female

Executive/Senior Level Officials and Managers

# 1,219 701 518 37 19 547 384 88 92 20 16 1 2 7 5 1 0

% 100.00% 57.50% 42.49% 03.04% 01.56% 44.87% 31.50% 07.22% 07.55% 01.64% 01.31% 00.08% 00.16% 00.57% 00.41% 00.08% 00.00%

Mid-Level Officials and Managers

# 7,763 3,533 4,230 193 195 2,564 2,718 610 1,100 118 157 4 6 37 40 7 14

% 100.00% 45.52% 54.49% 02.49% 02.51% 33.03% 35.01% 07.86% 14.17% 01.52% 02.02% 00.05% 00.08% 00.48% 00.52% 00.09% 00.18%

First-Level Officials and Managers

# 29,942 13,614 16,328 994 952 8,762 9,574 3,033 4,819 495 531 48 38 241 337 41 77

% 100.00% 45.46% 54.54% 03.32% 03.18% 29.26% 31.98% 10.13% 16.09% 01.65% 01.77% 00.16% 00.13% 00.80% 01.13% 00.14% 00.26%

TOTAL Officials and Managers

# 38,924 17,848 21,076 1,224 1,166 11,873 12,676 3,731 6,011 633 704 53 46 285 382 49 91

% 100.00% 45.86% 54.15% 03.14% 03.00% 30.50% 32.57% 09.59% 15.44% 01.63% 01.81% 00.14% 00.12% 00.73% 00.98% 00.13% 00.23%

Professionals # 136,625 48,246 88,379 2,985 4,669 34,746 58,432 4,601 14,464 5,092 9,317 93 167 628 1,146 101 184

% 100.00% 35.31% 64.69% 02.18% 03.42% 25.43% 42.77% 03.37% 10.59% 03.73% 06.82% 00.07% 00.12% 00.46% 00.84% 00.07% 00.13%

Technicians # 36,514 10,660 25,854 1,099 1,768 6,259 15,614 2,194 6,459 865 1,493 41 66 165 396 37 58

% 100.00% 29.19% 70.80% 03.01% 04.84% 17.14% 42.76% 06.01% 17.69% 02.37% 04.09% 00.11% 00.18% 00.45% 01.08% 00.10% 00.16%

Sales Workers # 850 200 650 17 55 113 356 54 198 9 31 3 2 4 6 0 2

% 100.00% 23.52% 76.48% 02.00% 06.47% 13.29% 41.88% 06.35% 23.29% 01.06% 03.65% 00.35% 00.24% 00.47% 00.71% 00.00% 00.24%

Office and Clerical

# 48,730 17,455 31,275 1,707 2,127 8,709 16,324 5,995 11,309 634 797 70 100 261 487 79 131

% 100.00% 35.81% 64.19% 03.50% 04.36% 17.87% 33.50% 12.30% 23.21% 01.30% 01.64% 00.14% 00.21% 00.54% 01.00% 00.16% 00.27%

Craft Workers # 6,638 6,491 147 545 12 4,578 93 1,024 34 209 6 21 1 101 1 13 0

% 100.00% 97.80% 02.22% 08.21% 00.18% 68.97% 01.40% 15.43% 00.51% 03.15% 00.09% 00.32% 00.02% 01.52% 00.02% 00.20% 00.00%

Operatives # 3,688 3,238 450 294 34 1,633 205 1,197 187 67 14 9 1 31 9 7 0

% 100.00% 87.80% 12.20% 07.97% 00.92% 44.28% 05.56% 32.46% 05.07% 01.82% 00.38% 00.24% 00.03% 00.84% 00.24% 00.19% 00.00%

Laborers # 1,020 978 42 110 8 575 24 252 7 12 1 10 1 17 1 2 0

% 100.00% 95.89% 04.12% 10.78% 00.78% 56.37% 02.35% 24.71% 00.69% 01.18% 00.10% 00.98% 00.10% 01.67% 00.10% 00.20% 00.00%

Service # 42,174 22,930 19,244 1,925 1,413 9,742 7,935 10,238 8,653 596 829 66 62 299 285 64 67

82

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander


Two or More Races/

Undisclosed

All Male female male female male female male female male female male female male female male female

Workers % 100.00% 54.37% 45.64% 04.56% 03.35% 23.10% 18.81% 24.28% 20.52% 01.41% 01.97% 00.16% 00.15% 00.71% 00.68% 00.15% 00.16%

TOTAL WORKFORCE

# 315,163 128,046 187,117 9,906 11,252 78,228 111,659 29,286 47,322 8,117 13,192 366 446 1,791 2,713 352 533

% 100.00% 40.63% 59.38% 03.14% 03.57% 24.82% 35.43% 09.29% 15.02% 02.58% 04.19% 00.12% 00.14% 00.57% 00.86% 00.11% 00.17%

Data shown includes full-time, part-time, and intermittent permanent employees in a pay status and excluding medical and Manila residents.For purposes of this report, title 38 nurses are coded to GS equivalent grades. Please see Data Definitions.The Executive/Senior Level Officials and Managers includes grades 15, 16, 17, 18, 19, 0 (SES), and 99 (Executive Pay Act). Mid-level Officials and Managers includes grades 13 and 14. First-level Officials and Managers includes grades 1 to 12.*** VA is not yet collecting this data.

Table B3: OCCUPATIONAL GROUPS - Permanent Workforce - Distribution by Disability- SEP – FY 2013

83

All VAOccupational Category


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]

MissingExtremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism

Executive/Senior Level Officials and Managers

# 1,219 1,050 45 124 18 1 2 2 6 0 2 0 5 0

% 100.00% 86.14% 03.69% 10.17% 01.48% 00.08% 00.16% 00.16% 00.49% 00.00% 00.16% 00.00% 00.41% 00.00%

Mid-Level Officials and Managers

# 7,763 6,584 230 949 101 3 11 10 18 7 8 1 42 1

% 100.00% 84.81% 02.96% 12.22% 01.30% 00.04% 00.14% 00.13% 00.23% 00.09% 00.10% 00.01% 00.54% 00.01%

First-Level Officials and Managers

# 29,942 23,905 1,067 4,970 559 21 26 37 78 19 48 5 314 11

% 100.00% 79.84% 03.56% 16.60% 01.87% 00.07% 00.09% 00.12% 00.26% 00.06% 00.16% 00.02% 01.05% 00.04%

TOTAL Officials and Managers

# 38,924 31,539 1,342 6,043 678 25 39 49 102 26 58 6 361 12

% 100.00% 81.03% 03.45% 15.53% 01.74% 00.06% 00.10% 00.13% 00.26% 00.07% 00.15% 00.02% 00.93% 00.03%

Professionals # 136,625 122,308 2,766 11,551 1,295 38 183 50 149 55 166 5 627 22

% 100.00% 89.52% 02.02% 08.45% 00.95% 00.03% 00.13% 00.04% 00.11% 00.04% 00.12% 00.00% 00.46% 00.02%

Technicians # 36,514 32,100 701 3,713 565 34 37 32 37 12 86 9 314 4

% 100.00% 87.91% 01.92% 10.17% 01.55% 00.09% 00.10% 00.09% 00.10% 00.03% 00.24% 00.02% 00.86% 00.01%

Sales Workers # 850 715 29 106 9 0 0 2 2 0 1 1 3 0

% 100.00% 84.12% 03.41% 12.47% 01.06% 00.00% 00.00% 00.24% 00.24% 00.00% 00.12% 00.12% 00.35% 00.00%

Office and Clerical # 48,730 36,470 1,733 10,527 1,720 147 134 56 199 48 155 73 877 31

% 100.00% 74.84% 03.56% 21.60% 03.53% 00.30% 00.27% 00.11% 00.41% 00.10% 00.32% 00.15% 01.80% 00.06%

Craft Workers # 6,638 5,292 237 1,109 148 14 9 5 13 4 8 7 86 2

% 100.00% 79.72% 03.57% 16.71% 02.23% 00.21% 00.14% 00.08% 00.20% 00.06% 00.12% 00.11% 01.30% 00.03%

Operatives # 3,688 2,818 162 708 160 19 5 1 5 0 11 27 91 1

% 100.00% 76.41% 04.39% 19.20% 04.34% 00.52% 00.14% 00.03% 00.14% 00.00% 00.30% 00.73% 02.47% 00.03%

Laborers # 1,020 693 54 273 46 3 0 0 3 1 1 4 34 0

% 100.00% 67.94% 05.29% 26.76% 04.51% 00.29% 00.00% 00.00% 00.29% 00.10% 00.10% 00.39% 03.33% 00.00%

Service Workers # 42,174 33,861 1,436 6,877 1,431 95 92 20 83 15 84 153 877 12

% 100.00% 80.29% 03.40% 16.31% 03.39% 00.23% 00.22% 00.05% 00.20% 00.04% 00.20% 00.36% 02.08% 00.03%

TOTAL WORKFORCE # 315,163 265,796 8,460 40,907 6,052 375 499 215 593 161 570 285 3,270 84

84

All VAOccupational Category


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]

MissingExtremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism

% 100.00% 84.34% 02.68% 12.98% 01.92% 00.12% 00.16% 00.07% 00.19% 00.05% 00.18% 00.09% 01.04% 00.03%

Data shown includes full-time, part-time, and intermittent permanent employees in a pay status and excluding medical and Manila residents.For purposes of this report, title 38 nurses are coded to GS equivalent grades. Please see Data Definitions.

Table A4-1: PARTICIPATION RATES ACROSS GENERAL SCHEDULE (GS) GRADES - Permanent Workforce - by Race/Ethnicity and Sex - SEP – FY 2013

85

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




GS - 1 # 23 12 11 3 1 6 7 2 3 1 0 0 0 0 0 0 0

% 100.00% 52.18% 47.82% 13.04% 04.35% 26.09% 30.43% 08.70% 13.04% 04.35% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

GS - 2 # 92 45 47 4 2 24 24 14 20 2 1 1 0 0 0 0 0

% 100.01% 48.92% 51.09% 04.35% 02.17% 26.09% 26.09% 15.22% 21.74% 02.17% 01.09% 01.09% 00.00% 00.00% 00.00% 00.00% 00.00%

GS - 3 # 937 434 503 69 46 166 210 184 217 7 17 1 2 7 8 0 3

% 100.00% 46.33% 53.67% 07.36% 04.91% 17.72% 22.41% 19.64% 23.16% 00.75% 01.81% 00.11% 00.21% 00.75% 00.85% 00.00% 00.32%

GS - 4 # 6,168 2,554 3,614 276 322 1,159 1,493 987 1,582 85 127 7 16 31 56 9 18

% 100.00% 41.40% 58.60% 04.47% 05.22% 18.79% 24.21% 16.00% 25.65% 01.38% 02.06% 00.11% 00.26% 00.50% 00.91% 00.15% 00.29%

GS - 5 # 30,281 10,057 20,224 1,016 1,302 4,766 9,328 3,661 8,463 387 649 38 60 143 335 46 87

% 100.01% 33.22% 66.79% 03.36% 04.30% 15.74% 30.80% 12.09% 27.95% 01.28% 02.14% 00.13% 00.20% 00.47% 01.11% 00.15% 00.29%

GS - 6 # 37,561 11,768 25,793 1,206 1,753 6,260 13,962 3,420 8,366 580 1,155 52 74 207 396 43 87

% 99.99% 31.33% 68.66% 03.21% 04.67% 16.67% 37.17% 09.11% 22.27% 01.54% 03.07% 00.14% 00.20% 00.55% 01.05% 00.11% 00.23%

GS - 7 # 19,979 7,630 12,349 772 886 4,157 6,944 2,148 3,806 378 424 35 44 109 204 31 41

% 100.01% 38.20% 61.81% 03.86% 04.43% 20.81% 34.76% 10.75% 19.05% 01.89% 02.12% 00.18% 00.22% 00.55% 01.02% 00.16% 00.21%

GS - 8 # 19,855 5,618 14,237 514 851 3,495 8,869 964 3,096 510 1,114 22 48 97 226 16 33

% 100.01% 28.30% 71.71% 02.59% 04.29% 17.60% 44.67% 04.86% 15.59% 02.57% 05.61% 00.11% 00.24% 00.49% 01.14% 00.08% 00.17%

GS - 9 # 17,817 7,362 10,455 592 648 4,503 6,294 1,690 2,718 395 511 19 29 139 221 24 34

% 100.01% 41.32% 58.69% 03.32% 03.64% 25.27% 35.33% 09.49% 15.26% 02.22% 02.87% 00.11% 00.16% 00.78% 01.24% 00.13% 00.19%

GS - 10 # 4,067 1,830 2,237 134 139 1,087 1,409 459 527 112 125 8 2 26 31 4 4

% 100.00% 45.00% 55.00% 03.29% 03.42% 26.73% 34.64% 11.29% 12.96% 02.75% 03.07% 00.20% 00.05% 00.64% 00.76% 00.10% 00.10%

GS - 11 # 57,850 16,396 41,454 1,263 2,355 11,137 26,133 2,531 8,021 1,147 4,239 46 84 223 530 49 92

% 100.01% 28.34% 71.67% 02.18% 04.07% 19.25% 45.17% 04.38% 13.87% 01.98% 07.33% 00.08% 00.15% 00.39% 00.92% 00.08% 00.16%

GS - 12 # 27,131 11,152 15,979 645 892 8,198 10,779 1,481 2,896 626 1,119 24 23 157 214 21 56

86

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




% 100.01% 41.12% 58.89% 02.38% 03.29% 30.22% 39.73% 05.46% 10.67% 02.31% 04.12% 00.09% 00.08% 00.58% 00.79% 00.08% 00.21%

GS - 13 # 32,820 10,564 22,256 601 965 8,197 16,191 1,100 3,514 512 1,277 17 29 118 238 19 42

% 100.01% 32.19% 67.82% 01.83% 02.94% 24.98% 49.33% 03.35% 10.71% 01.56% 03.89% 00.05% 00.09% 00.36% 00.73% 00.06% 00.13%

GS - 14 # 6,732 3,253 3,479 124 128 2,563 2,500 384 673 154 136 1 5 20 29 7 8

% 99.99% 48.31% 51.68% 01.84% 01.90% 38.07% 37.14% 05.70% 10.00% 02.29% 02.02% 00.01% 00.07% 00.30% 00.43% 00.10% 00.12%

GS - 15 # 23,385 14,995 8,390 800 495 10,619 5,009 640 632 2,697 2,096 23 14 191 131 25 13

% 100.01% 64.13% 35.88% 03.42% 02.12% 45.41% 21.42% 02.74% 02.70% 11.53% 08.96% 00.10% 00.06% 00.82% 00.56% 00.11% 00.06%

All Other GS

# 60 18 42 0 1 15 10 1 29 2 1 0 0 0 1 0 0

% 100.01% 30.00% 70.01% 00.00% 01.67% 25.00% 16.67% 01.67% 48.33% 03.33% 01.67% 00.00% 00.00% 00.00% 01.67% 00.00% 00.00%

SES # 356 215 141 13 3 179 115 16 18 4 4 0 0 2 1 1 0

% 99.98% 60.38% 39.60% 03.65% 00.84% 50.28% 32.30% 04.49% 05.06% 01.12% 01.12% 00.00% 00.00% 00.56% 00.28% 00.28% 00.00%

TOTAL # 285,114 103,903 181,211 8,032 10,789 66,531 109,277 19,682 44,581 7,599 12,995 294 430 1,470 2,621 295 518

% 100.00% 36.44% 63.56% 02.82% 03.78% 23.33% 38.33% 06.90% 15.64% 02.67% 04.56% 00.10% 00.15% 00.52% 00.92% 00.10% 00.18%

Data shown includes GS/GM, SES, and related grades for full-time, part-time, and intermittent permanent employees in a pay status and excluding medical and Manila residents.

For purposes of this report, title 38 nurses are coded to GS equivalent grades. Please see Data Definitions.

Percentages are based on row totals.

Table B4-1: PARTICIPATION RATES ACROSS GENERAL SCHEDULE (GS) GRADES - Permanent Workforce - by Disability- SEP – FY 2013

87


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]Missing

Extremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism

GS - 1 # 23 6 2 15 6 1 0 0 0 1 0 2 2 0

% 100.00% 26.09% 08.70% 65.22% 26.09% 04.35% 00.00% 00.00% 00.00% 04.35% 00.00% 08.70% 08.70% 00.00%

GS - 2 # 92 50 5 37 12 0 1 0 2 1 3 4 0 1

% 100.00% 54.35% 05.43% 40.22% 13.04% 00.00% 01.09% 00.00% 02.17% 01.09% 03.26% 04.35% 00.00% 01.09%

GS - 3 # 937 693 26 218 55 4 4 1 3 1 4 17 20 1

% 100.00% 73.96% 02.77% 23.27% 05.87% 00.43% 00.43% 00.11% 00.32% 00.11% 00.43% 01.81% 02.13% 00.11%

GS - 4 # 6,168 4,619 207 1,342 277 45 29 5 17 9 19 27 121 5

% 100.00% 74.89% 03.36% 21.76% 04.49% 00.73% 00.47% 00.08% 00.28% 00.15% 00.31% 00.44% 01.96% 00.08%

GS - 5 # 30,281 23,923 966 5,392 895 53 80 27 98 15 86 27 497 12

% 100.00% 79.00% 03.19% 17.81% 02.96% 00.18% 00.26% 00.09% 00.32% 00.05% 00.28% 00.09% 01.64% 00.04%

GS - 6 # 37,561 31,052 1,132 5,377 741 52 47 24 69 20 86 13 419 11

% 100.00% 82.67% 03.01% 14.32% 01.97% 00.14% 00.13% 00.06% 00.18% 00.05% 00.23% 00.03% 01.12% 00.03%

GS - 7 # 19,979 16,080 591 3,308 476 23 38 20 55 13 47 7 266 7

% 100.00% 80.48% 02.96% 16.56% 02.38% 00.12% 00.19% 00.10% 00.28% 00.07% 00.24% 00.04% 01.33% 00.04%

GS - 8 # 19,855 17,752 402 1,701 182 8 15 5 15 3 30 1 103 2

% 100.00% 89.41% 02.02% 08.57% 00.92% 00.04% 00.08% 00.03% 00.08% 00.02% 00.15% 00.01% 00.52% 00.01%

GS - 9 # 17,817 14,662 520 2,635 337 11 19 11 40 12 32 9 198 5

% 100.00% 82.29% 02.92% 14.79% 01.89% 00.06% 00.11% 00.06% 00.22% 00.07% 00.18% 00.05% 01.11% 00.03%

GS - 10 # 4,067 3,410 129 528 60 4 1 4 9 0 12 0 30 0

% 100.00% 83.85% 03.17% 12.98% 01.48% 00.10% 00.02% 00.10% 00.22% 00.00% 00.30% 00.00% 00.74% 00.00%

GS - 11 # 57,850 50,723 1,256 5,871 691 22 90 35 68 22 77 2 364 11

% 100.00% 87.68% 02.17% 10.15% 01.19% 00.04% 00.16% 00.06% 00.12% 00.04% 00.13% 00.00% 00.63% 00.02%

GS - 12 # 27,131 23,334 663 3,134 376 20 48 27 52 18 42 0 159 10

% 100.00% 86.00% 02.44% 11.55% 01.39% 00.07% 00.18% 00.10% 00.19% 00.07% 00.15% 00.00% 00.59% 00.04%

GS - 13 # 32,820 29,168 692 2,960 298 9 37 22 49 12 44 0 122 3

88


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]Missing

Extremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism

% 100.00% 88.87% 02.11% 09.02% 00.91% 00.03% 00.11% 00.07% 00.15% 00.04% 00.13% 00.00% 00.37% 00.01%

GS - 14 # 6,732 5,883 219 630 53 1 10 6 11 3 3 1 15 3

% 100.00% 87.39% 03.25% 09.36% 00.79% 00.01% 00.15% 00.09% 00.16% 00.04% 00.04% 00.01% 00.22% 00.04%

GS - 15 # 23,385 21,666 445 1,274 120 2 8 10 24 16 17 0 42 1

% 100.00% 92.65% 01.90% 05.45% 00.51% 00.01% 00.03% 00.04% 00.10% 00.07% 00.07% 00.00% 00.18% 00.00%

All Other GS # 60 58 2 0 0 0 0 0 0 0 0 0 0 0

% 100.00% 96.67% 03.33% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

SES # 356 311 11 34 5 0 0 0 4 0 0 0 1 0

% 100.00% 87.36% 03.09% 09.55% 01.40% 00.00% 00.00% 00.00% 01.12% 00.00% 00.00% 00.00% 00.28% 00.00%

TOTAL # 285,114 243,390 7,268 34,456 4,584 255 427 197 516 146 502 110 2,359 72

% 100.00% 85.37% 02.55% 12.08% 01.61% 00.09% 00.15% 00.07% 00.18% 00.05% 00.18% 00.04% 00.83% 00.03%

Data shown includes GS/GM, SES, and related grades for full-time, part-time, and intermittent permanent employees in a pay status and excluding medical and Manila residents.For purposes of this report, title 38 nurses are coded to GS equivalent grades. Please see Data Definitions.Percentages are based on row totals.

Table A4-2: PARTICIPATION RATES ACROSS GENERAL SCHEDULE (GS) GRADES - Permanent Workforce - by Race/Ethnicity and Sex - SEP – FY 2013

89

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino Non-Hispanic or Latino



Islander


Two or More Races/Undisclose

d


GS - 1

# 23 12 11 3 1 6 7 2 3 1 0 0 0 0 0 0 0

% 00.01% 00.01% 00.01% 00.04% 00.01% 00.01% 00.01% 00.01% 00.01% 00.01% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

GS - 2

# 92 45 47 4 2 24 24 14 20 2 1 1 0 0 0 0 0

% 00.03% 00.04% 00.03% 00.05% 00.02% 00.04% 00.02% 00.07% 00.04% 00.03% 00.01% 00.34% 00.00% 00.00% 00.00% 00.00% 00.00%

GS - 3

# 937 434 503 69 46 166 210 184 217 7 17 1 2 7 8 0 3

% 00.33% 00.42% 00.28% 00.86% 00.43% 00.25% 00.19% 00.93% 00.49% 00.09% 00.13% 00.34% 00.47% 00.48% 00.31% 00.00% 00.58%

GS - 4

# 6,168 2,554 3,614 276 322 1,159 1,493 987 1,582 85 127 7 16 31 56 9 18

% 02.16% 02.46% 01.99% 03.44% 02.98% 01.74% 01.37% 05.01% 03.55% 01.12% 00.98% 02.38% 03.72% 02.11% 02.14% 03.05% 03.47%

GS - 5

# 30,281 10,057 20,224 1,016 1,302 4,766 9,328 3,661 8,463 387 649 38 60 143 335 46 87

% 10.62% 09.68% 11.16% 12.65% 12.07% 07.16% 08.54% 18.60% 18.98% 05.09% 04.99% 12.93% 13.95% 09.73% 12.78% 15.59% 16.80%

GS - 6

# 37,561 11,768 25,793 1,206 1,753 6,260 13,962 3,420 8,366 580 1,155 52 74 207 396 43 87

% 13.17% 11.33% 14.23% 15.01% 16.25% 09.41% 12.78% 17.38% 18.77% 07.63% 08.89% 17.69% 17.21% 14.08% 15.11% 14.58% 16.80%

GS - 7

# 19,979 7,630 12,349 772 886 4,157 6,944 2,148 3,806 378 424 35 44 109 204 31 41

% 07.01% 07.34% 06.81% 09.61% 08.21% 06.25% 06.35% 10.91% 08.54% 04.97% 03.26% 11.90% 10.23% 07.41% 07.78% 10.51% 07.92%

GS - 8

# 19,855 5,618 14,237 514 851 3,495 8,869 964 3,096 510 1,114 22 48 97 226 16 33

% 06.96% 05.41% 07.86% 06.40% 07.89% 05.25% 08.12% 04.90% 06.94% 06.71% 08.57% 07.48% 11.16% 06.60% 08.62% 05.42% 06.37%

GS - 9

# 17,817 7,362 10,455 592 648 4,503 6,294 1,690 2,718 395 511 19 29 139 221 24 34

% 06.25% 07.09% 05.77% 07.37% 06.01% 06.77% 05.76% 08.59% 06.10% 05.20% 03.93% 06.46% 06.74% 09.46% 08.43% 08.14% 06.56%

GS - 10

# 4,067 1,830 2,237 134 139 1,087 1,409 459 527 112 125 8 2 26 31 4 4

% 01.43% 01.76% 01.23% 01.67% 01.29% 01.63% 01.29% 02.33% 01.18% 01.47% 00.96% 02.72% 00.47% 01.77% 01.18% 01.36% 00.77%

GS - 11

# 57,850 16,396 41,454 1,263 2,355 11,137 26,133 2,531 8,021 1,147 4,239 46 84 223 530 49 92

% 20.29% 15.78% 22.88% 15.72% 21.83% 16.74% 23.91% 12.86% 17.99% 15.09% 32.62% 15.65% 19.53% 15.17% 20.22% 16.61% 17.76%

GS - # 27,131 11,152 15,979 645 892 8,198 10,779 1,481 2,896 626 1,119 24 23 157 214 21 56

90

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY




Islander



d


12 % 09.52% 10.73% 08.82% 08.03% 08.27% 12.32% 09.86% 07.52% 06.50% 08.24% 08.61% 08.16% 05.35% 10.68% 08.16% 07.12% 10.81%

GS - 13

# 32,820 10,564 22,256 601 965 8,197 16,191 1,100 3,514 512 1,277 17 29 118 238 19 42

% 11.51% 10.17% 12.28% 07.48% 08.94% 12.32% 14.82% 05.59% 07.88% 06.74% 09.83% 05.78% 06.74% 08.03% 09.08% 06.44% 08.11%

GS - 14

# 6,732 3,253 3,479 124 128 2,563 2,500 384 673 154 136 1 5 20 29 7 8

% 02.36% 03.13% 01.92% 01.54% 01.19% 03.85% 02.29% 01.95% 01.51% 02.03% 01.05% 00.34% 01.16% 01.36% 01.11% 02.37% 01.54%

GS - 15

# 23,385 14,995 8,390 800 495 10,619 5,009 640 632 2,697 2,096 23 14 191 131 25 13

% 08.20% 14.43% 04.63% 09.96% 04.59% 15.96% 04.58% 03.25% 01.42% 35.49% 16.13% 07.82% 03.26% 12.99% 05.00% 08.47% 02.51%

All Other GS

# 60 18 42 0 1 15 10 1 29 2 1 0 0 0 1 0 0

% 00.02% 00.02% 00.02% 00.00% 00.01% 00.02% 00.01% 00.01% 00.07% 00.03% 00.01% 00.00% 00.00% 00.00% 00.04% 00.00% 00.00%

SES # 356 215 141 13 3 179 115 16 18 4 4 0 0 2 1 1 0

% 00.12% 00.21% 00.08% 00.16% 00.03% 00.27% 00.11% 00.08% 00.04% 00.05% 00.03% 00.00% 00.00% 00.14% 00.04% 00.34% 00.00%

TOTAL # 285,114 103,903 181,211 8,032 10,789 66,531 109,277 19,682 44,581 7,599 12,995 294 430 1,470 2,621 295 518

% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%

Data shown includes GS/GM, SES, and related grades for full-time, part-time, and intermittent permanent employees in a pay status and excluding medical and Manila residents.

For purposes of this report, title 38 nurses are coded to GS equivalent grades. Please see Data Definitions.

Percentages are based on column totals.

Table B4-2: PARTICIPATION RATES ACROSS GENERAL SCHEDULE (GS) GRADES - Permanent Workforce - by Disability - SEP – FY 2013

91


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]Missing

Extremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism

GS - 1 # 23 6 2 15 6 1 0 0 0 1 0 2 2 0

% 00.01% 00.00% 00.03% 00.04% 00.13% 00.39% 00.00% 00.00% 00.00% 00.68% 00.00% 01.82% 00.08% 00.00%

GS - 2 # 92 50 5 37 12 0 1 0 2 1 3 4 0 1

% 00.03% 00.02% 00.07% 00.11% 00.26% 00.00% 00.23% 00.00% 00.39% 00.68% 00.60% 03.64% 00.00% 01.39%

GS - 3 # 937 693 26 218 55 4 4 1 3 1 4 17 20 1

% 00.33% 00.28% 00.36% 00.63% 01.20% 01.57% 00.94% 00.51% 00.58% 00.68% 00.80% 15.45% 00.85% 01.39%

GS - 4 # 6,168 4,619 207 1,342 277 45 29 5 17 9 19 27 121 5

% 02.16% 01.90% 02.85% 03.89% 06.04% 17.65% 06.79% 02.54% 03.29% 06.16% 03.78% 24.55% 05.13% 06.94%

GS - 5 # 30,281 23,923 966 5,392 895 53 80 27 98 15 86 27 497 12

% 10.62% 09.83% 13.29% 15.65% 19.52% 20.78% 18.74% 13.71% 18.99% 10.27% 17.13% 24.55% 21.07% 16.67%

GS - 6 # 37,561 31,052 1,132 5,377 741 52 47 24 69 20 86 13 419 11

% 13.17% 12.76% 15.58% 15.61% 16.16% 20.39% 11.01% 12.18% 13.37% 13.70% 17.13% 11.82% 17.76% 15.28%

GS - 7 # 19,979 16,080 591 3,308 476 23 38 20 55 13 47 7 266 7

% 07.01% 06.61% 08.13% 09.60% 10.38% 09.02% 08.90% 10.15% 10.66% 08.90% 09.36% 06.36% 11.28% 09.72%

GS - 8 # 19,855 17,752 402 1,701 182 8 15 5 15 3 30 1 103 2

% 06.96% 07.29% 05.53% 04.94% 03.97% 03.14% 03.51% 02.54% 02.91% 02.05% 05.98% 00.91% 04.37% 02.78%

GS - 9 # 17,817 14,662 520 2,635 337 11 19 11 40 12 32 9 198 5

% 06.25% 06.02% 07.15% 07.65% 07.35% 04.31% 04.45% 05.58% 07.75% 08.22% 06.37% 08.18% 08.39% 06.94%

GS - 10 # 4,067 3,410 129 528 60 4 1 4 9 0 12 0 30 0

% 01.43% 01.40% 01.77% 01.53% 01.31% 01.57% 00.23% 02.03% 01.74% 00.00% 02.39% 00.00% 01.27% 00.00%

GS - 11 # 57,850 50,723 1,256 5,871 691 22 90 35 68 22 77 2 364 11

% 20.29% 20.84% 17.28% 17.04% 15.07% 08.63% 21.08% 17.77% 13.18% 15.07% 15.34% 01.82% 15.43% 15.28%

GS - 12 # 27,131 23,334 663 3,134 376 20 48 27 52 18 42 0 159 10

% 09.52% 09.59% 09.12% 09.10% 08.20% 07.84% 11.24% 13.71% 10.08% 12.33% 08.37% 00.00% 06.74% 13.89%

GS - 13 # 32,820 29,168 692 2,960 298 9 37 22 49 12 44 0 122 3

92


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]Missing

Extremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism

% 11.51% 11.98% 09.52% 08.59% 06.50% 03.53% 08.67% 11.17% 09.50% 08.22% 08.76% 00.00% 05.17% 04.17%

GS - 14 # 6,732 5,883 219 630 53 1 10 6 11 3 3 1 15 3

% 02.36% 02.42% 03.01% 01.83% 01.16% 00.39% 02.34% 03.05% 02.13% 02.05% 00.60% 00.91% 00.64% 04.17%

GS - 15 # 23,385 21,666 445 1,274 120 2 8 10 24 16 17 0 42 1

% 08.20% 08.90% 06.12% 03.70% 02.62% 00.78% 01.87% 05.08% 04.65% 10.96% 03.39% 00.00% 01.78% 01.39%

All Other GS # 60 58 2 0 0 0 0 0 0 0 0 0 0 0

% 00.02% 00.02% 00.03% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

SES # 356 311 11 34 5 0 0 0 4 0 0 0 1 0

% 00.12% 00.13% 00.15% 00.10% 00.11% 00.00% 00.00% 00.00% 00.78% 00.00% 00.00% 00.00% 00.04% 00.00%

TOTAL # 285,114 243,390 7,268 34,456 4,584 255 427 197 516 146 502 110 2,359 72

% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%

Data shown includes GS/GM, SES, and related grades for full-time, part-time, and intermittent permanent employees in a pay status and excluding medical and Manila residents.For purposes of this report, title 38 nurses are coded to GS equivalent grades. Please see Data Definitions.Percentages are based on column totals.

Table A5-1: PARTICIPATION RATES ACROSS WAGE GRADES - Permanent Workforce - by Race/Ethnicity and Sex - SEP – FY 2013

93

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




Grade - 1

# 840 720 120 32 7 299 50 368 56 6 3 3 0 8 2 4 2

% 100.01% 85.72% 14.29% 03.81% 00.83% 35.60% 05.95% 43.81% 06.67% 00.71% 00.36% 00.36% 00.00% 00.95% 00.24% 00.48% 00.24%

Grade - 2

# 11,089 9,108 1,981 587 126 3,339 733 4,872 1,032 149 52 23 2 116 31 22 5

% 100.02% 82.14% 17.88% 05.29% 01.14% 30.11% 06.61% 43.94% 09.31% 01.34% 00.47% 00.21% 00.02% 01.05% 00.28% 00.20% 00.05%

Grade - 3

# 3,332 2,407 925 206 71 804 313 1,325 493 34 23 3 2 26 21 9 2

% 100.00% 72.24% 27.76% 06.18% 02.13% 24.13% 09.39% 39.77% 14.80% 01.02% 00.69% 00.09% 00.06% 00.78% 00.63% 00.27% 00.06%

Grade - 4

# 1,533 923 610 76 27 369 233 428 322 26 19 1 2 22 7 1 0

% 100.02% 60.23% 39.79% 04.96% 01.76% 24.07% 15.20% 27.92% 21.00% 01.70% 01.24% 00.07% 00.13% 01.44% 00.46% 00.07% 00.00%

Grade - 5

# 1,299 1,187 112 116 11 605 56 423 41 24 4 6 0 12 0 1 0

% 100.00% 91.37% 08.63% 08.93% 00.85% 46.57% 04.31% 32.56% 03.16% 01.85% 00.31% 00.46% 00.00% 00.92% 00.00% 00.08% 00.00%

Grade - 6

# 1,713 1,527 186 121 4 787 89 548 82 36 7 8 2 21 2 6 0

% 100.01% 89.14% 10.87% 07.06% 00.23% 45.94% 05.20% 31.99% 04.79% 02.10% 00.41% 00.47% 00.12% 01.23% 00.12% 00.35% 00.00%

Grade - 7

# 820 761 59 94 6 385 22 260 29 14 0 1 0 7 2 0 0

% 99.99% 92.80% 07.19% 11.46% 00.73% 46.95% 02.68% 31.71% 03.54% 01.71% 00.00% 00.12% 00.00% 00.85% 00.24% 00.00% 00.00%

Grade - 8

# 882 832 50 69 1 495 25 227 24 21 0 5 0 13 0 2 0

% 99.99% 94.33% 05.66% 07.82% 00.11% 56.12% 02.83% 25.74% 02.72% 02.38% 00.00% 00.57% 00.00% 01.47% 00.00% 00.23% 00.00%

Grade - 9

# 1,467 1,431 36 141 1 987 22 246 12 25 0 5 1 23 0 4 0

% 100.00% 97.54% 02.46% 09.61% 00.07% 67.28% 01.50% 16.77% 00.82% 01.70% 00.00% 00.34% 00.07% 01.57% 00.00% 00.27% 00.00%

Grade - 10

# 3,202 3,175 27 242 2 2,368 15 410 9 99 0 7 0 42 1 7 0

% 99.99% 99.15% 00.84% 07.56% 00.06% 73.95% 00.47% 12.80% 00.28% 03.09% 00.00% 00.22% 00.00% 01.31% 00.03% 00.22% 00.00%

Grade - 11

# 998 988 10 57 1 730 6 146 3 33 0 6 0 15 0 1 0

% 100.00% 99.00% 01.00% 05.71% 00.10% 73.15% 00.60% 14.63% 00.30% 03.31% 00.00% 00.60% 00.00% 01.50% 00.00% 00.10% 00.00%

Grade - # 27 26 1 0 0 23 0 2 1 0 0 0 0 1 0 0 0

94

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




12 % 100.00% 96.30% 03.70% 00.00% 00.00% 85.19% 00.00% 07.41% 03.70% 00.00% 00.00% 00.00% 00.00% 03.70% 00.00% 00.00% 00.00%

Grade - 13

# 18 18 0 1 0 16 0 1 0 0 0 0 0 0 0 0 0

% 100.01% 100.01% 00.00% 05.56% 00.00% 88.89% 00.00% 05.56% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

Grade - 14

# 21 21 0 1 0 17 0 3 0 0 0 0 0 0 0 0 0

% 100.00% 100.00% 00.00% 04.76% 00.00% 80.95% 00.00% 14.29% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

Grade - 15

# 8 8 0 0 0 7 0 1 0 0 0 0 0 0 0 0 0

% 100.00% 100.00% 00.00% 00.00% 00.00% 87.50% 00.00% 12.50% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

All Other Wage Grades

# 1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0

% 100.00% 100.00% 00.00% 00.00% 00.00% 00.00% 00.00% 100.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

TOTAL # 27,250 23,133 4,117 1,743 257 11,231 1,564 9,261 2,104 467 108 68 9 306 66 57 9

% 99.99% 84.89% 15.10% 06.40% 00.94% 41.21% 05.74% 33.99% 07.72% 01.71% 00.40% 00.25% 00.03% 01.12% 00.24% 00.21% 00.03%

Data shown includes WG grades for full-time, part-time, and intermittent permanent employees in a pay status and excluding medical and Manila residents.Percentages are based on row totals.

Table B5-1: PARTICIPATION RATES ACROSS WAGE GRADES - Permanent Workforce - by Disability - SEP – FY 2013

95


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]Missing

Extremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism

Grade - 1 # 840 435 48 357 90 2 0 1 1 0 6 15 65 0

% 100.00% 51.79% 05.71% 42.50% 10.71% 00.24% 00.00% 00.12% 00.12% 00.00% 00.71% 01.79% 07.74% 00.00%

Grade - 2 # 11,089 7,503 479 3,107 856 67 37 9 38 7 39 112 543 4

% 100.00% 67.66% 04.32% 28.02% 07.72% 00.60% 00.33% 00.08% 00.34% 00.06% 00.35% 01.01% 04.90% 00.04%

Grade - 3 # 3,332 2,548 138 646 158 14 10 1 14 3 5 22 86 3

% 100.00% 76.47% 04.14% 19.39% 04.74% 00.42% 00.30% 00.03% 00.42% 00.09% 00.15% 00.66% 02.58% 00.09%

Grade - 4 # 1,533 1,206 39 288 70 12 2 1 4 2 3 5 41 0

% 100.00% 78.67% 02.54% 18.79% 04.57% 00.78% 00.13% 00.07% 00.26% 00.13% 00.20% 00.33% 02.67% 00.00%

Grade - 5 # 1,299 990 58 251 45 3 2 2 3 0 4 1 29 1

% 100.00% 76.21% 04.46% 19.32% 03.46% 00.23% 00.15% 00.15% 00.23% 00.00% 00.31% 00.08% 02.23% 00.08%

Grade - 6 # 1,713 1,345 64 304 38 3 3 0 2 0 2 3 25 0

% 100.00% 78.52% 03.74% 17.75% 02.22% 00.18% 00.18% 00.00% 00.12% 00.00% 00.12% 00.18% 01.46% 00.00%

Grade - 7 # 820 639 51 130 28 2 0 0 3 0 1 2 19 1

% 100.00% 77.93% 06.22% 15.85% 03.41% 00.24% 00.00% 00.00% 00.37% 00.00% 00.12% 00.24% 02.32% 00.12%

Grade - 8 # 882 685 41 156 22 1 2 0 1 0 1 0 17 0

% 100.00% 77.66% 04.65% 17.69% 02.49% 00.11% 00.23% 00.00% 00.11% 00.00% 00.11% 00.00% 01.93% 00.00%

Grade - 9 # 1,467 1,151 51 265 42 4 3 0 2 0 3 3 27 0

% 100.00% 78.46% 03.48% 18.06% 02.86% 00.27% 00.20% 00.00% 00.14% 00.00% 00.20% 00.20% 01.84% 00.00%

Grade - 10 # 3,202 2,599 112 491 52 4 5 2 4 3 1 1 32 0

% 100.00% 81.17% 03.50% 15.33% 01.62% 00.12% 00.16% 00.06% 00.12% 00.09% 00.03% 00.03% 01.00% 00.00%

Grade - 11 # 998 805 31 162 12 2 1 1 0 0 0 1 6 1

% 100.00% 80.66% 03.11% 16.23% 01.20% 00.20% 00.10% 00.10% 00.00% 00.00% 00.00% 00.10% 00.60% 00.10%

Grade - 12 # 27 22 0 5 1 0 0 0 1 0 0 0 0 0

% 100.00% 81.48% 00.00% 18.52% 03.70% 00.00% 00.00% 00.00% 03.70% 00.00% 00.00% 00.00% 00.00% 00.00%

Grade - 13 # 18 14 1 3 0 0 0 0 0 0 0 0 0 0

96


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]Missing

Extremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism

% 100.00% 77.78% 05.56% 16.67% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

Grade - 14 # 21 19 1 1 0 0 0 0 0 0 0 0 0 0

% 100.00% 90.48% 04.76% 04.76% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

Grade - 15 # 8 8 0 0 0 0 0 0 0 0 0 0 0 0

% 100.00% 100.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%


# 1 1 0 0 0 0 0 0 0 0 0 0 0 0

% 100.00% 100.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

TOTAL # 27,250 19,970 1,114 6,166 1,414 114 65 17 73 15 65 165 890 10

% 100.00% 73.28% 04.09% 22.63% 05.19% 00.42% 00.24% 00.06% 00.27% 00.06% 00.24% 00.61% 03.27% 00.04%

Data shown includes WG grades for full-time, part-time, and intermittent permanent employees in a pay status and excluding medical and Manila residents.

Percentages are based on row totals.

Table A5-2: PARTICIPATION RATES ACROSS WAGE GRADES - Permanent Workforce - by Race/Ethnicity and Sex - SEP – FY 2013

97

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander



d


Grade - 1

# 840 720 120 32 7 299 50 368 56 6 3 3 0 8 2 4 2

% 03.08% 03.11% 02.91% 01.84% 02.72% 02.66% 03.20% 03.97% 02.66% 01.28% 02.78% 04.41% 00.00% 02.61% 03.03% 07.02% 22.22%

Grade - 2

# 11,089 9,108 1,981 587 126 3,339 733 4,872 1,032 149 52 23 2 116 31 22 5

% 40.69% 39.37% 48.12% 33.68% 49.03% 29.73% 46.87% 52.61% 49.05% 31.91% 48.15% 33.82% 22.22% 37.91% 46.97% 38.60% 55.56%

Grade - 3

# 3,332 2,407 925 206 71 804 313 1,325 493 34 23 3 2 26 21 9 2

% 12.23% 10.41% 22.47% 11.82% 27.63% 07.16% 20.01% 14.31% 23.43% 07.28% 21.30% 04.41% 22.22% 08.50% 31.82% 15.79% 22.22%

Grade - 4

# 1,533 923 610 76 27 369 233 428 322 26 19 1 2 22 7 1 0

% 05.63% 03.99% 14.82% 04.36% 10.51% 03.29% 14.90% 04.62% 15.30% 05.57% 17.59% 01.47% 22.22% 07.19% 10.61% 01.75% 00.00%

Grade - 5

# 1,299 1,187 112 116 11 605 56 423 41 24 4 6 0 12 0 1 0

% 04.77% 05.13% 02.72% 06.66% 04.28% 05.39% 03.58% 04.57% 01.95% 05.14% 03.70% 08.82% 00.00% 03.92% 00.00% 01.75% 00.00%

Grade - 6

# 1,713 1,527 186 121 4 787 89 548 82 36 7 8 2 21 2 6 0

% 06.29% 06.60% 04.52% 06.94% 01.56% 07.01% 05.69% 05.92% 03.90% 07.71% 06.48% 11.76% 22.22% 06.86% 03.03% 10.53% 00.00%

Grade - 7

# 820 761 59 94 6 385 22 260 29 14 0 1 0 7 2 0 0

% 03.01% 03.29% 01.43% 05.39% 02.33% 03.43% 01.41% 02.81% 01.38% 03.00% 00.00% 01.47% 00.00% 02.29% 03.03% 00.00% 00.00%

Grade - 8

# 882 832 50 69 1 495 25 227 24 21 0 5 0 13 0 2 0

% 03.24% 03.60% 01.21% 03.96% 00.39% 04.41% 01.60% 02.45% 01.14% 04.50% 00.00% 07.35% 00.00% 04.25% 00.00% 03.51% 00.00%

Grade - 9

# 1,467 1,431 36 141 1 987 22 246 12 25 0 5 1 23 0 4 0

% 05.38% 06.19% 00.87% 08.09% 00.39% 08.79% 01.41% 02.66% 00.57% 05.35% 00.00% 07.35% 11.11% 07.52% 00.00% 07.02% 00.00%

Grade - 10

# 3,202 3,175 27 242 2 2,368 15 410 9 99 0 7 0 42 1 7 0

% 11.75% 13.72% 00.66% 13.88% 00.78% 21.08% 00.96% 04.43% 00.43% 21.20% 00.00% 10.29% 00.00% 13.73% 01.52% 12.28% 00.00%

Grade - 11

# 998 988 10 57 1 730 6 146 3 33 0 6 0 15 0 1 0

% 03.66% 04.27% 00.24% 03.27% 00.39% 06.50% 00.38% 01.58% 00.14% 07.07% 00.00% 08.82% 00.00% 04.90% 00.00% 01.75% 00.00%

Grade # 27 26 1 0 0 23 0 2 1 0 0 0 0 1 0 0 0

98

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander



d


- 12 % 00.10% 00.11% 00.02% 00.00% 00.00% 00.20% 00.00% 00.02% 00.05% 00.00% 00.00% 00.00% 00.00% 00.33% 00.00% 00.00% 00.00%

Grade - 13

# 18 18 0 1 0 16 0 1 0 0 0 0 0 0 0 0 0

% 00.07% 00.08% 00.00% 00.06% 00.00% 00.14% 00.00% 00.01% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

Grade - 14

# 21 21 0 1 0 17 0 3 0 0 0 0 0 0 0 0 0

% 00.08% 00.09% 00.00% 00.06% 00.00% 00.15% 00.00% 00.03% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

Grade - 15

# 8 8 0 0 0 7 0 1 0 0 0 0 0 0 0 0 0

% 00.03% 00.03% 00.00% 00.00% 00.00% 00.06% 00.00% 00.01% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%


# 1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0

% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.01% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

TOTAL # 27,250 23,133 4,117 1,743 257 11,231 1,564 9,261 2,104 467 108 68 9 306 66 57 9

% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%



Table B5-2: PARTICIPATION RATES ACROSS WAGE GRADES - Permanent Workforce - by Disability - SEP – FY 2013

99


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]Missing

Extremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism

Grade - 1 # 840 435 48 357 90 2 0 1 1 0 6 15 65 0

% 03.08% 02.18% 04.31% 05.79% 06.36% 01.75% 00.00% 05.88% 01.37% 00.00% 09.23% 09.09% 07.30% 00.00%

Grade - 2 # 11,089 7,503 479 3,107 856 67 37 9 38 7 39 112 543 4

% 40.69% 37.57% 43.00% 50.39% 60.54% 58.77% 56.92% 52.94% 52.05% 46.67% 60.00% 67.88% 61.01% 40.00%

Grade - 3 # 3,332 2,548 138 646 158 14 10 1 14 3 5 22 86 3

% 12.23% 12.76% 12.39% 10.48% 11.17% 12.28% 15.38% 05.88% 19.18% 20.00% 07.69% 13.33% 09.66% 30.00%

Grade - 4 # 1,533 1,206 39 288 70 12 2 1 4 2 3 5 41 0

% 05.63% 06.04% 03.50% 04.67% 04.95% 10.53% 03.08% 05.88% 05.48% 13.33% 04.62% 03.03% 04.61% 00.00%

Grade - 5 # 1,299 990 58 251 45 3 2 2 3 0 4 1 29 1

% 04.77% 04.96% 05.21% 04.07% 03.18% 02.63% 03.08% 11.76% 04.11% 00.00% 06.15% 00.61% 03.26% 10.00%

Grade - 6 # 1,713 1,345 64 304 38 3 3 0 2 0 2 3 25 0

% 06.29% 06.74% 05.75% 04.93% 02.69% 02.63% 04.62% 00.00% 02.74% 00.00% 03.08% 01.82% 02.81% 00.00%

Grade - 7 # 820 639 51 130 28 2 0 0 3 0 1 2 19 1

% 03.01% 03.20% 04.58% 02.11% 01.98% 01.75% 00.00% 00.00% 04.11% 00.00% 01.54% 01.21% 02.13% 10.00%

Grade - 8 # 882 685 41 156 22 1 2 0 1 0 1 0 17 0

% 03.24% 03.43% 03.68% 02.53% 01.56% 00.88% 03.08% 00.00% 01.37% 00.00% 01.54% 00.00% 01.91% 00.00%

Grade - 9 # 1,467 1,151 51 265 42 4 3 0 2 0 3 3 27 0

% 05.38% 05.76% 04.58% 04.30% 02.97% 03.51% 04.62% 00.00% 02.74% 00.00% 04.62% 01.82% 03.03% 00.00%

Grade - 10 # 3,202 2,599 112 491 52 4 5 2 4 3 1 1 32 0

% 11.75% 13.01% 10.05% 07.96% 03.68% 03.51% 07.69% 11.76% 05.48% 20.00% 01.54% 00.61% 03.60% 00.00%

Grade - 11 # 998 805 31 162 12 2 1 1 0 0 0 1 6 1

% 03.66% 04.03% 02.78% 02.63% 00.85% 01.75% 01.54% 05.88% 00.00% 00.00% 00.00% 00.61% 00.67% 10.00%

Grade - 12 # 27 22 0 5 1 0 0 0 1 0 0 0 0 0

% 00.10% 00.11% 00.00% 00.08% 00.07% 00.00% 00.00% 00.00% 01.37% 00.00% 00.00% 00.00% 00.00% 00.00%

Grade - 13 # 18 14 1 3 0 0 0 0 0 0 0 0 0 0

100


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]Missing

Extremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism

% 00.07% 00.07% 00.09% 00.05% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

Grade - 14 # 21 19 1 1 0 0 0 0 0 0 0 0 0 0

% 00.08% 00.10% 00.09% 00.02% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

Grade - 15 # 8 8 0 0 0 0 0 0 0 0 0 0 0 0

% 00.03% 00.04% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%


# 1 1 0 0 0 0 0 0 0 0 0 0 0 0

% 00.00% 00.01% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

TOTAL # 27,250 19,970 1,114 6,166 1,414 114 65 17 73 15 65 165 890 10

% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%



Table A6: PARTICIPATION RATES FOR MAJOR OCCUPATIONS - Permanent Workforce - Distribution by Race/Ethnicity and Sex - SEP – FY 2013

101

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




0083 Police # 3,141 2,914 227 324 15 1,822 115 642 89 62 2 13 1 45 4 6 1

% 100.00% 92.77% 07.22% 10.32% 00.48% 58.01% 03.66% 20.44% 02.83% 01.97% 00.06% 00.41% 00.03% 01.43% 00.13% 00.19% 00.03%

0083 RCLF 100.01% 85.16% 14.85% 10.25% 02.21% 62.23% 08.53% 09.02% 03.56% 02.02% 00.26% 00.20% 00.02% 00.88% 00.14% 00.56% 00.13%

0101 Social Science

# 2,616 1,305 1,311 91 81 848 826 306 355 24 27 4 1 25 19 7 2

% 100.00% 49.90% 50.12% 03.48% 03.10% 32.42% 31.57% 11.70% 13.57% 00.92% 01.03% 00.15% 00.04% 00.96% 00.73% 00.27% 00.08%

0101 RCLF 100.00% 48.15% 51.85% 02.89% 03.64% 37.91% 39.61% 04.40% 04.51% 02.19% 03.09% 00.04% 00.02% 00.41% 00.69% 00.31% 00.29%

0201 Human Resources Management

# 3,305 1,050 2,255 94 182 663 1,257 254 697 20 60 2 11 10 34 7 14

% 100.00% 31.77% 68.23% 02.84% 05.51% 20.06% 38.03% 07.69% 21.09% 00.61% 01.82% 00.06% 00.33% 00.30% 01.03% 00.21% 00.42%

0201 RCLF 99.99% 40.58% 59.41% 04.76% 06.40% 29.64% 42.57% 03.36% 06.91% 02.31% 02.70% 00.04% 00.09% 00.26% 00.45% 00.21% 00.29%

0260 Equal Employment Opportunity

# 370 162 208 14 14 74 62 67 122 5 3 0 0 0 6 2 1

% 100.00% 43.78% 56.21% 03.78% 03.78% 20.00% 16.76% 18.11% 32.97% 01.35% 00.81% 00.00% 00.00% 00.00% 01.62% 00.54% 00.27%

0260 RCLF 99.99% 53.40% 46.59% 04.57% 04.59% 40.40% 31.74% 04.32% 06.89% 03.12% 02.42% 00.06% 00.12% 00.62% 00.51% 00.31% 00.32%

0301 Miscellaneous Administration and Program

# 7,200 2,779 4,421 207 259 1,712 2,546 723 1,393 93 140 7 11 30 52 7 20

% 100.00% 38.61% 61.40% 02.88% 03.60% 23.78% 35.36% 10.04% 19.35% 01.29% 01.94% 00.10% 00.15% 00.42% 00.72% 00.10% 00.28%

0301 RCLF 100.00% 37.56% 62.44% 03.68% 06.19% 26.33% 42.15% 03.59% 08.69% 03.36% 04.37% 00.02% 00.05% 00.32% 00.59% 00.26% 00.40%

0340 Program Management

# 749 361 388 16 18 280 266 47 82 11 14 0 3 7 4 0 1

% 100.00% 48.20% 51.79% 02.14% 02.40% 37.38% 35.51% 06.28% 10.95% 01.47% 01.87% 00.00% 00.40% 00.93% 00.53% 00.00% 00.13%

0340 RCLF 100.00% 37.56% 62.44% 03.68% 06.19% 26.33% 42.15% 03.59% 08.69% 03.36% 04.37% 00.02% 00.05% 00.32% 00.59% 00.26% 00.40%

0343 Management and Program Analysis

# 4,972 2,005 2,967 136 146 1,380 1,840 355 826 107 108 3 4 15 33 9 10

% 100.00% 40.33% 59.67% 02.74% 02.94% 27.76% 37.01% 07.14% 16.61% 02.15% 02.17% 00.06% 00.08% 00.30% 00.66% 00.18% 00.20%

0343 RCLF 100.00% 59.05% 40.95% 02.78% 02.23% 47.37% 31.11% 03.01% 03.64% 05.25% 03.36% 00.02% 00.04% 00.29% 00.30% 00.33% 00.27%

0501 Financial Administration and Program

# 851 254 597 15 42 191 409 37 113 7 20 2 0 2 12 0 1

% 100.00% 29.85% 70.16% 01.76% 04.94% 22.44% 48.06% 04.35% 13.28% 00.82% 02.35% 00.24% 00.00% 00.24% 01.41% 00.00% 00.12%

102

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




0501 RCLF 100.00% 43.95% 56.05% 04.32% 06.24% 31.63% 37.25% 04.77% 07.69% 02.50% 03.82% 00.00% 00.06% 00.37% 00.79% 00.36% 00.20%

0511 Auditing # 214 97 117 8 11 71 62 12 31 4 11 0 0 1 2 1 0

% 100.00% 45.34% 54.67% 03.74% 05.14% 33.18% 28.97% 05.61% 14.49% 01.87% 05.14% 00.00% 00.00% 00.47% 00.93% 00.47% 00.00%

0511 RCLF 100.00% 40.01% 59.99% 02.43% 04.21% 30.65% 42.55% 02.63% 05.63% 03.90% 06.83% 00.03% 00.06% 00.18% 00.41% 00.19% 00.30%

0602 Medical Officer

# 20,403 13,149 7,254 720 450 9,107 4,158 520 489 2,589 2,016 21 11 171 118 21 12

% 100.00% 64.45% 35.56% 03.53% 02.21% 44.64% 20.38% 02.55% 02.40% 12.69% 09.88% 00.10% 00.05% 00.84% 00.58% 00.10% 00.06%

0602 RCLF 99.98% 67.55% 32.43% 03.92% 01.92% 48.84% 20.13% 02.67% 02.33% 11.46% 07.62% 00.02% 00.02% 00.21% 00.13% 00.43% 00.28%

0610 Nurse # 57,431 9,762 47,669 823 2,487 6,709 30,416 1,022 8,712 1,027 5,240 22 106 145 626 14 82

% 100.00% 16.99% 82.99% 01.43% 04.33% 11.68% 52.96% 01.78% 15.17% 01.79% 09.12% 00.04% 00.18% 00.25% 01.09% 00.02% 00.14%

0610 RCLF 100.00% 09.01% 90.99% 00.64% 03.99% 06.25% 69.84% 00.89% 08.98% 01.10% 07.05% 00.01% 00.07% 00.07% 00.64% 00.05% 00.42%

0620 Practical Nurse

# 13,734 2,415 11,319 281 704 1,383 6,425 495 3,380 193 566 12 31 39 183 12 30

% 100.00% 17.59% 82.42% 02.05% 05.13% 10.07% 46.78% 03.60% 24.61% 01.41% 04.12% 00.09% 00.23% 00.28% 01.33% 00.09% 00.22%

0620 RCLF 100.01% 07.40% 92.61% 00.82% 06.43% 03.94% 59.94% 01.85% 21.69% 00.66% 03.06% 00.02% 00.06% 00.06% 00.95% 00.05% 00.48%

0621 Nursing Assistant

# 10,786 2,876 7,910 272 491 1,067 2,645 1,338 4,173 146 434 12 21 30 123 11 23

% 100.00% 26.65% 73.32% 02.52% 04.55% 09.89% 24.52% 12.40% 38.69% 01.35% 04.02% 00.11% 00.19% 00.28% 01.14% 00.10% 00.21%

0621 RCLF 99.98% 12.03% 87.95% 01.49% 11.28% 05.59% 41.56% 03.70% 29.73% 00.94% 03.30% 00.03% 00.17% 00.16% 01.22% 00.12% 00.69%

0644 Medical Technologist

# 4,345 1,204 3,141 96 270 760 1,982 135 403 193 417 2 3 16 58 2 8

% 100.00% 27.72% 72.29% 02.21% 06.21% 17.49% 45.62% 03.11% 09.28% 04.44% 09.60% 00.05% 00.07% 00.37% 01.33% 00.05% 00.18%

0644 RCLF 99.98% 25.93% 74.05% 02.97% 05.75% 14.90% 48.08% 03.62% 10.64% 04.04% 08.45% 00.05% 00.09% 00.17% 00.56% 00.18% 00.48%

0647 Diagnostic Radiologic Technologist

# 3,515 1,606 1,909 156 92 1,009 1,453 285 268 125 62 4 3 23 28 4 3

% 100.00% 45.69% 54.32% 04.44% 02.62% 28.71% 41.34% 08.11% 07.62% 03.56% 01.76% 00.11% 00.09% 00.65% 00.80% 00.11% 00.09%

0647 RCLF 100.01% 28.19% 71.82% 03.92% 04.74% 18.26% 58.48% 03.08% 05.51% 02.51% 02.31% 00.06% 00.04% 00.20% 00.50% 00.16% 00.24%

0660 # 6,912 2,614 4,298 88 206 2,054 2,820 134 410 303 790 3 4 28 56 4 12

103

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




Pharmacist % 100.00% 37.82% 62.18% 01.27% 02.98% 29.72% 40.80% 01.94% 05.93% 04.38% 11.43% 00.04% 00.06% 00.41% 00.81% 00.06% 00.17%

0660 RCLF 100.00% 47.35% 52.65% 01.57% 02.12% 37.03% 36.26% 02.06% 03.68% 06.21% 10.16% 00.04% 00.03% 00.21% 00.20% 00.23% 00.20%

0675 Medical Records Technician

# 2,293 337 1,956 26 128 183 1,222 100 506 20 62 0 3 7 33 1 2

% 100.00% 14.69% 85.30% 01.13% 05.58% 07.98% 53.29% 04.36% 22.07% 00.87% 02.70% 00.00% 00.13% 00.31% 01.44% 00.04% 00.09%

0675 RCLF 100.01% 10.38% 89.63% 01.56% 11.23% 04.89% 57.03% 02.29% 15.39% 01.38% 03.84% 00.00% 00.15% 00.18% 01.70% 00.08% 00.29%

0905 General Attorney

# 983 443 540 10 11 365 395 41 101 21 29 0 0 5 4 1 0

% 100.00% 45.07% 54.93% 01.02% 01.12% 37.13% 40.18% 04.17% 10.27% 02.14% 02.95% 00.00% 00.00% 00.51% 00.41% 00.10% 00.00%

0905 RCLF 100.01% 66.58% 33.43% 02.65% 01.92% 59.21% 26.54% 02.15% 02.63% 02.02% 01.90% 00.02% 00.01% 00.31% 00.23% 00.22% 00.20%

0986 Legal Assistance

# 79 12 67 0 4 4 28 7 34 0 1 0 0 1 0 0 0

% 100.00% 15.19% 84.81% 00.00% 05.06% 05.06% 35.44% 08.86% 43.04% 00.00% 01.27% 00.00% 00.00% 01.27% 00.00% 00.00% 00.00%

0986 RCLF 99.99% 26.26% 73.73% 02.26% 07.77% 19.01% 54.65% 02.68% 07.48% 01.90% 02.43% 00.01% 00.09% 00.30% 00.87% 00.10% 00.44%

0996 Veterans Claims Examining

# 11,291 5,331 5,960 328 299 3,482 3,400 1,160 1,841 171 176 23 10 151 202 16 32

% 100.00% 47.20% 52.79% 02.90% 02.65% 30.84% 30.11% 10.27% 16.31% 01.51% 01.56% 00.20% 00.09% 01.34% 01.79% 00.14% 00.28%

0996 RCLF 100.01% 38.20% 61.81% 02.98% 05.68% 29.92% 41.18% 03.39% 11.69% 01.58% 02.46% 00.03% 00.08% 00.18% 00.42% 00.12% 00.30%

0998 Claims Assistance and Examining

# 2,177 1,058 1,119 88 60 564 562 336 441 38 30 6 4 19 17 7 5

% 100.00% 48.60% 51.41% 04.04% 02.76% 25.91% 25.82% 15.43% 20.26% 01.75% 01.38% 00.28% 00.18% 00.87% 00.78% 00.32% 00.23%

0998 RCLF 99.99% 25.01% 74.98% 03.16% 08.19% 16.55% 51.57% 03.28% 10.90% 01.48% 02.91% 00.07% 00.15% 00.31% 00.86% 00.16% 00.40%

1101 General Business and Industry

# 650 352 298 24 16 238 190 77 72 10 11 1 0 2 6 0 3

% 100.00% 54.16% 45.84% 03.69% 02.46% 36.62% 29.23% 11.85% 11.08% 01.54% 01.69% 00.15% 00.00% 00.31% 00.92% 00.00% 00.46%

1101 RCLF 100.00% 37.56% 62.44% 03.68% 06.19% 26.33% 42.15% 03.59% 08.69% 03.36% 04.37% 00.02% 00.05% 00.32% 00.59% 00.26% 00.40%

1165 Loan Specialist

# 487 229 258 11 14 151 160 60 76 4 7 1 0 0 1 2 0

% 100.00% 47.03% 52.98% 02.26% 02.87% 31.01% 32.85% 12.32% 15.61% 00.82% 01.44% 00.21% 00.00% 00.00% 00.21% 00.41% 00.00%

1165 RCLF 100.01% 46.67% 53.34% 04.78% 06.48% 35.28% 36.84% 03.73% 06.21% 02.34% 03.03% 00.08% 00.13% 00.21% 00.32% 00.25% 00.33%

104

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




1171 Appraising

# 246 181 65 8 5 136 38 28 17 4 1 2 0 3 2 0 2

% 100.00% 73.57% 26.42% 03.25% 02.03% 55.28% 15.45% 11.38% 06.91% 01.63% 00.41% 00.81% 00.00% 01.22% 00.81% 00.00% 00.81%

1171 RCLF 99.99% 66.02% 33.97% 03.05% 02.00% 58.84% 28.48% 01.87% 01.86% 01.71% 01.04% 00.04% 00.02% 00.26% 00.49% 00.25% 00.08%

1630 Cemetery Administration

# 94 71 23 2 1 53 10 12 6 1 3 0 0 2 1 1 2

% 100.00% 75.53% 24.46% 02.13% 01.06% 56.38% 10.64% 12.77% 06.38% 01.06% 03.19% 00.00% 00.00% 02.13% 01.06% 01.06% 02.13%

1630 RCLF 100.00% 37.56% 62.44% 03.68% 06.19% 26.33% 42.15% 03.59% 08.69% 03.36% 04.37% 00.02% 00.05% 00.32% 00.59% 00.26% 00.40%

1811 Criminal Investigating

# 60 56 4 2 0 36 1 15 2 1 1 0 0 1 0 1 0

% 100.00% 93.34% 06.67% 03.33% 00.00% 60.00% 01.67% 25.00% 03.33% 01.67% 01.67% 00.00% 00.00% 01.67% 00.00% 01.67% 00.00%

1811 RCLF 100.01% 76.34% 23.67% 08.28% 03.03% 57.74% 15.29% 07.50% 04.34% 01.60% 00.53% 00.07% 00.03% 00.80% 00.29% 00.35% 00.16%

2210 Information Technology Management

# 6,677 5,009 1,668 378 93 3,405 1,081 824 363 302 109 8 3 70 13 22 6

% 100.00% 75.02% 24.97% 05.66% 01.39% 51.00% 16.19% 12.34% 05.44% 04.52% 01.63% 00.12% 00.04% 01.05% 00.19% 00.33% 00.09%

2210 RCLF 100.00% 70.62% 29.38% 05.78% 02.30% 50.58% 20.17% 06.69% 04.41% 06.52% 01.99% 00.12% 00.05% 00.51% 00.28% 00.42% 00.18%

4754 Cemetery Caretaking

# 579 561 18 70 3 373 14 89 0 8 0 7 1 12 0 2 0

% 100.00% 96.89% 03.11% 12.09% 00.52% 64.42% 02.42% 15.37% 00.00% 01.38% 00.00% 01.21% 00.17% 02.07% 00.00% 00.35% 00.00%

4754 RCLF 99.98% 93.55% 06.43% 38.27% 01.25% 44.19% 04.39% 08.27% 00.50% 01.19% 00.12% 00.16% 00.02% 00.97% 00.12% 00.50% 00.03%

Data shown includes full-time, part-time, and intermittent permanent employees in a pay status and excluding medical and Manila residents.This fixed list of major occupations was identified by ODI.RCLF comparisons are based on 2010 Census National Data.For VHA, the methodology for computing RCLF has changed. The new methodology uses state level data for determining RCLF and is consistent with the methodology for VBA and NCA.

Table B6: PARTICIPATION RATES FOR MAJOR OCCUPATIONS - Permanent Workforce - Distribution by Disability - SEP – FY 2013

105


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]

MissingExtremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism

0083 Police # 3,141 2,591 170 380 19 0 3 1 5 0 2 0 8 0

% 100.00% 82.49% 05.41% 12.10% 00.60% 00.00% 00.10% 00.03% 00.16% 00.00% 00.06% 00.00% 00.25% 00.00%

0101 Social Science # 2,616 1,869 117 630 103 1 13 4 15 10 6 1 53 0

% 100.00% 71.44% 04.47% 24.08% 03.94% 00.04% 00.50% 00.15% 00.57% 00.38% 00.23% 00.04% 02.03% 00.00%


# 3,305 2,611 101 593 79 3 6 2 11 1 7 0 48 1

% 100.00% 79.00% 03.06% 17.94% 02.39% 00.09% 00.18% 00.06% 00.33% 00.03% 00.21% 00.00% 01.45% 00.03%


# 370 245 23 102 25 1 1 1 4 1 1 0 15 1

% 100.00% 66.22% 06.22% 27.57% 06.76% 00.27% 00.27% 00.27% 01.08% 00.27% 00.27% 00.00% 04.05% 00.27%


# 7,200 5,867 236 1,097 124 4 7 8 17 4 11 1 70 2

% 100.00% 81.49% 03.28% 15.24% 01.72% 00.06% 00.10% 00.11% 00.24% 00.06% 00.15% 00.01% 00.97% 00.03%


# 749 638 21 90 10 0 0 1 4 1 0 0 4 0

% 100.00% 85.18% 02.80% 12.02% 01.34% 00.00% 00.00% 00.13% 00.53% 00.13% 00.00% 00.00% 00.53% 00.00%


# 4,972 4,195 147 630 73 1 11 4 14 3 6 2 31 1

% 100.00% 84.37% 02.96% 12.67% 01.47% 00.02% 00.22% 00.08% 00.28% 00.06% 00.12% 00.04% 00.62% 00.02%


# 851 721 33 97 8 0 1 1 1 0 0 0 5 0

% 100.00% 84.72% 03.88% 11.40% 00.94% 00.00% 00.12% 00.12% 00.12% 00.00% 00.00% 00.00% 00.59% 00.00%

0511 Auditing # 214 167 8 39 4 1 0 0 0 0 1 0 2 0

% 100.00% 78.04% 03.74% 18.22% 01.87% 00.47% 00.00% 00.00% 00.00% 00.00% 00.47% 00.00% 00.93% 00.00%

0602 Medical Officer # 20,403 18,982 380 1,041 98 1 5 7 21 14 13 0 36 1

% 100.00% 93.04% 01.86% 05.10% 00.48% 00.00% 00.02% 00.03% 00.10% 00.07% 00.06% 00.00% 00.18% 00.00%

0610 Nurse # 57,431 52,492 975 3,964 329 6 33 7 26 2 57 1 189 8

% 100.00% 91.40% 01.70% 06.90% 00.57% 00.01% 00.06% 00.01% 00.05% 00.00% 00.10% 00.00% 00.33% 00.01%

0620 Practical Nurse # 13,734 12,327 222 1,185 122 3 15 2 7 1 33 1 58 2

% 100.00% 89.76% 01.62% 08.63% 00.89% 00.02% 00.11% 00.01% 00.05% 00.01% 00.24% 00.01% 00.42% 00.01%

0621 Nursing # 10,786 9,628 273 885 120 4 20 3 7 2 17 8 58 1

106


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]

MissingExtremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism

Assistant % 100.00% 89.26% 02.53% 08.21% 01.11% 00.04% 00.19% 00.03% 00.06% 00.02% 00.16% 00.07% 00.54% 00.01%


# 4,345 3,958 75 312 42 4 0 4 6 1 6 0 21 0

% 100.00% 91.09% 01.73% 07.18% 00.97% 00.09% 00.00% 00.09% 00.14% 00.02% 00.14% 00.00% 00.48% 00.00%


# 3,515 3,170 67 278 30 3 2 0 2 1 6 0 16 0

% 100.00% 90.18% 01.91% 07.91% 00.85% 00.09% 00.06% 00.00% 00.06% 00.03% 00.17% 00.00% 00.46% 00.00%

0660 Pharmacist # 6,912 6,534 87 291 31 2 1 2 5 0 6 0 15 0

% 100.00% 94.53% 01.26% 04.21% 00.45% 00.03% 00.01% 00.03% 00.07% 00.00% 00.09% 00.00% 00.22% 00.00%


# 2,293 1,927 44 322 44 6 5 3 2 1 5 2 20 0

% 100.00% 84.04% 01.92% 14.04% 01.92% 00.26% 00.22% 00.13% 00.09% 00.04% 00.22% 00.09% 00.87% 00.00%


# 983 886 35 62 7 0 0 1 1 0 1 0 3 1

% 100.00% 90.13% 03.56% 06.31% 00.71% 00.00% 00.00% 00.10% 00.10% 00.00% 00.10% 00.00% 00.31% 00.10%


# 79 63 4 12 1 0 0 0 0 0 0 1 0 0

% 100.00% 79.75% 05.06% 15.19% 01.27% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 01.27% 00.00% 00.00%


# 11,291 8,865 445 1,981 205 9 10 16 31 7 14 0 114 4

% 100.00% 78.51% 03.94% 17.54% 01.82% 00.08% 00.09% 00.14% 00.27% 00.06% 00.12% 00.00% 01.01% 00.04%


# 2,177 1,443 90 644 107 18 2 4 13 1 10 0 58 1

% 100.00% 66.28% 04.13% 29.58% 04.92% 00.83% 00.09% 00.18% 00.60% 00.05% 00.46% 00.00% 02.66% 00.05%


# 650 549 23 78 11 1 0 0 2 0 1 0 7 0

% 100.00% 84.46% 03.54% 12.00% 01.69% 00.15% 00.00% 00.00% 00.31% 00.00% 00.15% 00.00% 01.08% 00.00%

1165 Loan Specialist # 487 402 13 72 9 1 1 0 1 1 2 0 3 0

% 100.00% 82.55% 02.67% 14.78% 01.85% 00.21% 00.21% 00.00% 00.21% 00.21% 00.41% 00.00% 00.62% 00.00%

1171 Appraising # 246 190 14 42 3 0 0 1 0 0 1 0 1 0

% 100.00% 77.24% 05.69% 17.07% 01.22% 00.00% 00.00% 00.41% 00.00% 00.00% 00.41% 00.00% 00.41% 00.00%


# 94 58 5 31 3 0 0 1 1 0 0 0 1 0

% 100.00% 61.70% 05.32% 32.98% 03.19% 00.00% 00.00% 01.06% 01.06% 00.00% 00.00% 00.00% 01.06% 00.00%

107


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]

MissingExtremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism


# 60 52 3 5 0 0 0 0 0 0 0 0 0 0

% 100.00% 86.67% 05.00% 08.33% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%


# 6,677 5,306 250 1,121 120 12 11 5 16 6 20 1 47 2

% 100.00% 79.47% 03.74% 16.79% 01.80% 00.18% 00.16% 00.07% 00.24% 00.09% 00.30% 00.01% 00.70% 00.03%


# 579 369 33 177 29 2 0 0 2 1 1 0 23 0

% 100.00% 63.73% 05.70% 30.57% 05.01% 00.35% 00.00% 00.00% 00.35% 00.17% 00.17% 00.00% 03.97% 00.00%


This fixed list of major occupations was identified by ODI.

Table A7: APPLICANT AND HIRES FOR MAJOR OCCUPATIONS - Permanent Workforce - Distribution by Race/Ethnicity and Sex - SEP – FY 2013

108

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




0083 Police

Total Received

# 27,607 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***

Voluntarily Identified

# 15,876 14,659 1,217 4,300 287 6,652 487 2,777 379 434 21 37 2 122 14 337 27

% 100.00% 92.33% 7.67% 27.08% 1.81% 41.90% 3.07% 17.49% 2.39% 2.73% 0.13% 0.23% 0.01% 0.77% 0.09% 2.12% 0.17%

Qualified of those Identified

# 8,482 7,933 549 2,414 133 3,600 232 1,425 163 239 9 21 0 57 3 177 9

% 100.00% 93.53% 6.47% 28.46% 1.57% 42.44% 2.74% 16.80% 1.92% 2.82% 0.11% 0.25% 0.00% 0.67% 0.04% 2.09% 0.11%

Selected of those Identified

# 294 273 21 84 2 131 11 47 3 3 0 0 0 2 1 6 4

% 100.00% 92.86% 7.14% 28.57% 0.68% 44.56% 3.74% 15.99% 1.02% 1.02% 0.00% 0.00% 0.00% 0.68% 0.34% 2.04% 1.36%

0083 RCLF 100.01% 85.16% 14.85% 10.25% 02.21% 62.23% 08.53% 09.02% 03.56% 02.02% 00.26% 00.20% 00.02% 00.88% 00.14% 00.56% 00.13%

0101 Social Science

Total Received

# 22,621 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***


# 11,976 3,971 8,005 818 1,329 1,692 3,156 1,194 3,091 116 217 13 15 32 71 106 126

% 100.00% 33.16% 66.84% 6.83% 11.10% 14.13% 26.35% 9.97% 25.81% 0.97% 1.81% 0.11% 0.13% 0.27% 0.59% 0.89% 1.05%


# 4,845 1,547 3,298 364 517 662 1,291 441 1,341 40 71 3 3 7 30 30 45

% 100.00% 31.93% 68.07% 7.51% 10.67% 13.66% 26.65% 9.10% 27.68% 0.83% 1.47% 0.06% 0.06% 0.14% 0.62% 0.62% 0.93%


# 155 57 98 10 14 32 44 13 34 0 2 0 0 0 2 2 2

% 100.00% 36.77% 63.23% 6.45% 9.03% 20.65% 28.39% 8.39% 21.94% 0.00% 1.29% 0.00% 0.00% 0.00% 1.29% 1.29% 1.29%

0101 RCLF 100.00% 48.15% 51.85% 02.89% 03.64% 37.91% 39.61% 04.40% 04.51% 02.19% 03.09% 00.04% 00.02% 00.41% 00.69% 00.31% 00.29%


Total Received

# 44,440 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***


# 22,735 11,038 11,697 2,455 2,150 4,407 3,638 3,322 5,019 514 438 33 57 124 86 183 309

% 100.00% 48.55% 51.45% 10.80% 9.46% 19.38% 16.00% 14.61% 22.08% 2.26% 1.93% 0.15% 0.25% 0.55% 0.38% 0.80% 1.36%

109

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander





# 10,948 4,983 5,965 1,041 1,026 2,027 1,898 1,484 2,529 300 279 8 29 51 50 72 154

% 100.00% 45.52% 54.48% 9.51% 9.37% 18.51% 17.34% 13.55% 23.10% 2.74% 2.55% 0.07% 0.26% 0.47% 0.46% 0.66% 1.41%


# 239 88 151 22 21 39 72 23 53 3 1 0 0 0 0 1 4

% 100.00% 36.82% 63.18% 9.21% 8.79% 16.32% 30.13% 9.62% 22.18% 1.26% 0.42% 0.00% 0.00% 0.00% 0.00% 0.42% 1.67%

0201 RCLF 99.99% 40.58% 59.41% 04.76% 06.40% 29.64% 42.57% 03.36% 06.91% 02.31% 02.70% 00.04% 00.09% 00.26% 00.45% 00.21% 00.29%


Total Received

# 4,597 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***


# 3,426 1,830 1,596 532 340 530 306 635 872 48 25 20 4 24 15 41 34

% 100.00% 53.42% 46.58% 15.53% 9.92% 15.47% 8.93% 18.53% 25.45% 1.40% 0.73% 0.58% 0.12% 0.70% 0.44% 1.20% 0.99%


# 1,627 853 774 231 146 243 133 312 468 14 9 16 1 15 6 22 11

% 100.00% 52.43% 47.57% 14.20% 8.97% 14.94% 8.17% 19.18% 28.76% 0.86% 0.55% 0.98% 0.06% 0.92% 0.37% 1.35% 0.68%


# 47 23 24 4 3 7 3 10 18 0 0 0 0 0 0 2 0

% 100.00% 48.94% 51.06% 8.51% 6.38% 14.89% 6.38% 21.28% 38.30% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 4.26% 0.00%

0260 RCLF 99.99% 53.40% 46.59% 04.57% 04.59% 40.40% 31.74% 04.32% 06.89% 03.12% 02.42% 00.06% 00.12% 00.62% 00.51% 00.31% 00.32%


Total Received

# 77,366 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***


# 39,965 19,290 20,675 4,412 3,889 7,344 5,949 5,742 9,083 1,033 982 83 99 261 179 415 494

% 100.00% 48.27% 51.73% 11.04% 9.73% 18.38% 14.89% 14.37% 22.73% 2.58% 2.46% 0.21% 0.25% 0.65% 0.45% 1.04% 1.24%


# 22,671 10,148 12,523 2,365 2,253 3,810 3,561 2,944 5,582 679 672 41 59 107 108 202 288

% 100.00% 44.76% 55.24% 10.43% 9.94% 16.81% 15.71% 12.99% 24.62% 3.00% 2.96% 0.18% 0.26% 0.47% 0.48% 0.89% 1.27%


# 384 174 210 36 37 78 98 41 59 5 11 0 0 10 1 4 4

% 100.00% 45.31% 54.69% 9.38% 9.64% 20.31% 25.52% 10.68% 15.36% 1.30% 2.86% 0.00% 0.00% 2.60% 0.26% 1.04% 1.04%

110

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




0301 RCLF 100.00% 37.56% 62.44% 03.68% 06.19% 26.33% 42.15% 03.59% 08.69% 03.36% 04.37% 00.02% 00.05% 00.32% 00.59% 00.26% 00.40%


Total Received

# 5,319 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***


# 2,839 1,892 947 370 170 982 362 387 323 67 49 2 1 43 10 41 32

% 100.00% 66.64% 33.36% 13.03% 5.99% 34.59% 12.75% 13.63% 11.38% 2.36% 1.73% 0.07% 0.04% 1.51% 0.35% 1.44% 1.13%


# 1,055 642 413 131 64 318 182 138 120 29 24 1 1 15 5 10 17

% 100.00% 60.85% 39.15% 12.42% 6.07% 30.14% 17.25% 13.08% 11.37% 2.75% 2.27% 0.09% 0.09% 1.42% 0.47% 0.95% 1.61%


# 20 8 12 3 1 3 8 1 3 0 0 0 0 1 0 0 0

% 100.00% 40.00% 60.00% 15.00% 5.00% 15.00% 40.00% 5.00% 15.00% 0.00% 0.00% 0.00% 0.00% 5.00% 0.00% 0.00% 0.00%

0340 RCLF 100.00% 37.56% 62.44% 03.68% 06.19% 26.33% 42.15% 03.59% 08.69% 03.36% 04.37% 00.02% 00.05% 00.32% 00.59% 00.26% 00.40%


Total Received

# 67,951 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***


# 36,015 20,347 15,668 4,628 2,896 8,293 4,775 5,496 6,564 1,233 803 46 33 297 119 354 478

% 100.00% 56.50% 43.50% 12.85% 8.04% 23.03% 13.26% 15.26% 18.23% 3.42% 2.23% 0.13% 0.09% 0.82% 0.33% 0.98% 1.33%


# 19,287 10,264 9,023 2,285 1,542 4,257 2,855 2,700 3,793 733 512 21 15 132 53 136 253

% 100.00% 53.22% 46.78% 11.85% 8.00% 22.07% 14.80% 14.00% 19.67% 3.80% 2.65% 0.11% 0.08% 0.68% 0.27% 0.71% 1.31%


# 395 199 196 41 33 110 109 32 46 13 5 1 2 1 1 1 0

% 100.00% 50.38% 49.62% 10.38% 8.35% 27.85% 27.59% 8.10% 11.65% 3.29% 1.27% 0.25% 0.51% 0.25% 0.25% 0.25% 0.00%

0343 RCLF 100.00% 59.05% 40.95% 02.78% 02.23% 47.37% 31.11% 03.01% 03.64% 05.25% 03.36% 00.02% 00.04% 00.29% 00.30% 00.33% 00.27%


Total Received

# 6,629 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***

Voluntarily # 3,401 1,631 1,770 459 362 668 630 380 606 85 80 3 18 11 31 25 43

111

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




Identified % 100.00% 47.96% 52.04% 13.50% 10.64% 19.64% 18.52% 11.17% 17.82% 2.50% 2.35% 0.09% 0.53% 0.32% 0.91% 0.74% 1.26%


# 1,521 684 837 202 165 271 311 151 267 48 43 1 10 2 17 9 24

% 100.00% 44.97% 55.03% 13.28% 10.85% 17.82% 20.45% 9.93% 17.55% 3.16% 2.83% 0.07% 0.66% 0.13% 1.12% 0.59% 1.58%


# 61 23 38 10 13 10 18 3 4 0 1 0 0 0 1 0 1

% 100.00% 37.70% 62.30% 16.39% 21.31% 16.39% 29.51% 4.92% 6.56% 0.00% 1.64% 0.00% 0.00% 0.00% 1.64% 0.00% 1.64%

0501 RCLF 100.00% 43.95% 56.05% 04.32% 06.24% 31.63% 37.25% 04.77% 07.69% 02.50% 03.82% 00.00% 00.06% 00.37% 00.79% 00.36% 00.20%

0511 Auditing

Total Received

# 1,363 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***


# 646 385 261 96 48 158 74 94 107 29 17 1 2 4 2 3 11

% 100.00% 59.60% 40.40% 14.86% 7.43% 24.46% 11.46% 14.55% 16.56% 4.49% 2.63% 0.15% 0.31% 0.62% 0.31% 0.46% 1.70%


# 307 188 119 42 23 85 39 41 42 18 10 0 1 0 1 2 3

% 100.00% 61.24% 38.76% 13.68% 7.49% 27.69% 12.70% 13.36% 13.68% 5.86% 3.26% 0.00% 0.33% 0.00% 0.33% 0.65% 0.98%


# 11 6 5 1 1 3 4 1 0 0 0 0 0 0 0 1 0

% 100.00% 54.55% 45.45% 9.09% 9.09% 27.27% 36.36% 9.09% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 9.09% 0.00%

0511 RCLF 100.00% 40.01% 59.99% 02.43% 04.21% 30.65% 42.55% 02.63% 05.63% 03.90% 06.83% 00.03% 00.06% 00.18% 00.41% 00.19% 00.30%

0602 Medical Officer

Total Received

# 9,941 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***


# 5,253 3,804 1,449 536 174 1,679 540 189 149 1,357 578 7 0 15 3 21 5

% 100.00% 72.42% 27.58% 10.20% 3.31% 31.96% 10.28% 3.60% 2.84% 25.83% 11.00% 0.13% 0.00% 0.29% 0.06% 0.40% 0.10%


# 3,391 2,472 919 380 109 1,147 377 123 97 794 332 4 0 12 3 12 1

% 100.00% 72.90% 27.10% 11.21% 3.21% 33.82% 11.12% 3.63% 2.86% 23.41% 9.79% 0.12% 0.00% 0.35% 0.09% 0.35% 0.03%


# 265 164 101 26 14 85 37 8 11 44 39 0 0 0 0 1 0

% 100.00% 61.89% 38.11% 9.81% 5.28% 32.08% 13.96% 3.02% 4.15% 16.60% 14.72% 0.00% 0.00% 0.00% 0.00% 0.38% 0.00%

112

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




0602 RCLF 99.98% 67.55% 32.43% 03.92% 01.92% 48.84% 20.13% 02.67% 02.33% 11.46% 07.62% 00.02% 00.02% 00.21% 00.13% 00.43% 00.28%

0610 Nurse

Total Received

# 170,205 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***


# 86,619 17,659 68,960 3,080 8,327 9,223 35,490 2,380 15,324 2,489 8,056 43 155 241 593 203 1,015

% 100.00% 20.39% 79.61% 3.56% 9.61% 10.65% 40.97% 2.75% 17.69% 2.87% 9.30% 0.05% 0.18% 0.28% 0.68% 0.23% 1.17%


# 52,609 10,462 42,147 1,812 4,900 5,512 21,581 1,409 9,764 1,422 4,846 23 85 151 391 133 580

% 100.00% 19.89% 80.11% 3.44% 9.31% 10.48% 41.02% 2.68% 18.56% 2.70% 9.21% 0.04% 0.16% 0.29% 0.74% 0.25% 1.10%


# 3,306 665 2,641 97 270 390 1,508 75 485 87 327 2 8 8 13 6 30

% 100.00% 20.11% 79.89% 2.93% 8.17% 11.80% 45.61% 2.27% 14.67% 2.63% 9.89% 0.06% 0.24% 0.24% 0.39% 0.18% 0.91%

0610 RCLF 100.00% 09.01% 90.99% 00.64% 03.99% 06.25% 69.84% 00.89% 08.98% 01.10% 07.05% 00.01% 00.07% 00.07% 00.64% 00.05% 00.42%

0620 Practical Nurse

Total Received

# 42,132 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***


# 19,839 3,888 15,951 822 1,870 1,613 7,322 750 5,108 578 1,057 14 69 30 162 81 363

% 100.00% 19.60% 80.40% 4.14% 9.43% 8.13% 36.91% 3.78% 25.75% 2.91% 5.33% 0.07% 0.35% 0.15% 0.82% 0.41% 1.83%


# 10,953 2,148 8,805 384 994 875 3,948 455 2,908 370 609 5 43 20 99 39 204

% 100.00% 19.61% 80.39% 3.51% 9.08% 7.99% 36.04% 4.15% 26.55% 3.38% 5.56% 0.05% 0.39% 0.18% 0.90% 0.36% 1.86%


# 828 195 633 23 60 101 345 34 169 25 35 1 1 3 6 8 17

% 100.00% 23.55% 76.45% 2.78% 7.25% 12.20% 41.67% 4.11% 20.41% 3.02% 4.23% 0.12% 0.12% 0.36% 0.72% 0.97% 2.05%

0620 RCLF 100.01% 07.40% 92.61% 00.82% 06.43% 03.94% 59.94% 01.85% 21.69% 00.66% 03.06% 00.02% 00.06% 00.06% 00.95% 00.05% 00.48%

0621 Nursing Assistant

Total Received

# 38,048 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***

Voluntarily # 17,214 4,404 12,810 708 1,531 1,509 4,182 1,774 6,224 287 477 8 44 31 70 87 282

113

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




Identified % 100.00% 25.58% 74.42% 4.11% 8.89% 8.77% 24.29% 10.31% 36.16% 1.67% 2.77% 0.05% 0.26% 0.18% 0.41% 0.51% 1.64%


# 7,396 1,902 5,494 288 613 616 1,644 816 2,864 129 228 2 22 14 26 37 97

% 100.00% 25.72% 74.28% 3.89% 8.29% 8.33% 22.23% 11.03% 38.72% 1.74% 3.08% 0.03% 0.30% 0.19% 0.35% 0.50% 1.31%


# 619 211 408 37 49 83 183 81 150 8 15 0 1 0 5 2 5

% 100.00% 34.09% 65.91% 5.98% 7.92% 13.41% 29.56% 13.09% 24.23% 1.29% 2.42% 0.00% 0.16% 0.00% 0.81% 0.32% 0.81%

0621 RCLF 99.98% 12.03% 87.95% 01.49% 11.28% 05.59% 41.56% 03.70% 29.73% 00.94% 03.30% 00.03% 00.17% 00.16% 01.22% 00.12% 00.69%


Total Received

# 9,325 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***


# 4,644 2,027 2,617 371 453 686 1,105 597 631 305 341 15 5 14 13 39 69

% 100.00% 43.65% 56.35% 7.99% 9.75% 14.77% 23.79% 12.86% 13.59% 6.57% 7.34% 0.32% 0.11% 0.30% 0.28% 0.84% 1.49%


# 1,617 688 929 139 148 200 425 218 182 112 141 4 0 5 6 10 27

% 100.00% 42.55% 57.45% 8.60% 9.15% 12.37% 26.28% 13.48% 11.26% 6.93% 8.72% 0.25% 0.00% 0.31% 0.37% 0.62% 1.67%


# 160 55 105 12 16 27 52 6 12 10 21 0 0 0 1 0 3

% 100.00% 34.38% 65.63% 7.50% 10.00% 16.88% 32.50% 3.75% 7.50% 6.25% 13.13% 0.00% 0.00% 0.00% 0.63% 0.00% 1.88%

0644 RCLF 99.98% 25.93% 74.05% 02.97% 05.75% 14.90% 48.08% 03.62% 10.64% 04.04% 08.45% 00.05% 00.09% 00.17% 00.56% 00.18% 00.48%


Total Received

# 10,816 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***


# 5,543 2,820 2,723 440 321 1,661 1,947 411 309 229 97 39 1 20 26 20 22

% 100.00% 50.87% 49.13% 7.94% 5.79% 29.97% 35.13% 7.41% 5.57% 4.13% 1.75% 0.70% 0.02% 0.36% 0.47% 0.36% 0.40%


# 2,885 1,525 1,360 231 177 951 978 208 136 93 43 23 0 7 14 12 12

% 100.00% 52.86% 47.14% 8.01% 6.14% 32.96% 33.90% 7.21% 4.71% 3.22% 1.49% 0.80% 0.00% 0.24% 0.49% 0.42% 0.42%


# 147 71 76 14 6 42 59 9 6 4 4 0 0 0 0 2 1

% 100.00% 48.30% 51.70% 9.52% 4.08% 28.57% 40.14% 6.12% 4.08% 2.72% 2.72% 0.00% 0.00% 0.00% 0.00% 1.36% 0.68%

114

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




0647 RCLF 100.01% 28.19% 71.82% 03.92% 04.74% 18.26% 58.48% 03.08% 05.51% 02.51% 02.31% 00.06% 00.04% 00.20% 00.50% 00.16% 00.24%

0660 Pharmacist

Total Received

# 16,156 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***


# 8,618 3,940 4,678 677 266 1,810 2,365 544 779 860 1,197 1 6 7 12 41 53

% 100.00% 45.72% 54.28% 7.86% 3.09% 21.00% 27.44% 6.31% 9.04% 9.98% 13.89% 0.01% 0.07% 0.08% 0.14% 0.48% 0.61%


# 5,483 2,444 3,039 454 178 1,148 1,535 347 493 474 783 0 3 4 10 17 37

% 100.00% 44.57% 55.43% 8.28% 3.25% 20.94% 28.00% 6.33% 8.99% 8.64% 14.28% 0.00% 0.05% 0.07% 0.18% 0.31% 0.67%


# 269 92 177 4 9 66 121 8 11 11 33 1 0 0 0 2 3

% 100.00% 34.20% 65.80% 1.49% 3.35% 24.54% 44.98% 2.97% 4.09% 4.09% 12.27% 0.37% 0.00% 0.00% 0.00% 0.74% 1.12%

0660 RCLF 100.00% 47.35% 52.65% 01.57% 02.12% 37.03% 36.26% 02.06% 03.68% 06.21% 10.16% 00.04% 00.03% 00.21% 00.20% 00.23% 00.20%


Total Received

# 20,866 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***


# 9,830 2,742 7,088 647 1,237 1,059 2,509 815 2,847 137 287 10 29 23 33 51 146

% 100.00% 27.89% 72.11% 6.58% 12.58% 10.77% 25.52% 8.29% 28.96% 1.39% 2.92% 0.10% 0.30% 0.23% 0.34% 0.52% 1.49%


# 2,534 570 1,964 121 312 263 783 151 742 21 79 0 9 4 2 10 37

% 100.00% 22.49% 77.51% 4.78% 12.31% 10.38% 30.90% 5.96% 29.28% 0.83% 3.12% 0.00% 0.36% 0.16% 0.08% 0.39% 1.46%


# 95 20 75 3 4 9 38 5 29 0 3 0 0 2 0 1 1

% 100.00% 21.05% 78.95% 3.16% 4.21% 9.47% 40.00% 5.26% 30.53% 0.00% 3.16% 0.00% 0.00% 2.11% 0.00% 1.05% 1.05%

0675 RCLF 100.01% 10.38% 89.63% 01.56% 11.23% 04.89% 57.03% 02.29% 15.39% 01.38% 03.84% 00.00% 00.15% 00.18% 01.70% 00.08% 00.29%


Total Received

# 1,779 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***

Voluntarily # 839 444 395 86 59 241 149 56 130 49 46 1 0 2 3 9 8

115

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




Identified % 100.00% 52.92% 47.08% 10.25% 7.03% 28.72% 17.76% 6.67% 15.49% 5.84% 5.48% 0.12% 0.00% 0.24% 0.36% 1.07% 0.95%


# 775 410 365 79 50 222 139 52 121 45 44 1 0 2 3 9 8

% 100.00% 52.90% 47.10% 10.19% 6.45% 28.65% 17.94% 6.71% 15.61% 5.81% 5.68% 0.13% 0.00% 0.26% 0.39% 1.16% 1.03%


# 6 4 2 1 1 3 0 0 1 0 0 0 0 0 0 0 0

% 100.00% 66.67% 33.33% 16.67% 16.67% 50.00% 0.00% 0.00% 16.67% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

0905 RCLF 100.01% 66.58% 33.43% 02.65% 01.92% 59.21% 26.54% 02.15% 02.63% 02.02% 01.90% 00.02% 00.01% 00.31% 00.23% 00.22% 00.20%


Total Received

# 51 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***


# 29 11 18 4 5 4 4 3 7 0 2 0 0 0 0 0 0

% 100.00% 37.93% 62.07% 13.79% 17.24% 13.79% 13.79% 10.34% 24.14% 0.00% 6.90% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%


# 8 3 5 2 2 0 2 1 0 0 1 0 0 0 0 0 0

% 100.00% 37.50% 62.50% 25.00% 25.00% 0.00% 25.00% 12.50% 0.00% 0.00% 12.50% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%


# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

0986 RCLF 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%


Total Received

# 21,822 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***


# 10,839 5,516 5,323 1,340 925 2,044 1,369 1,737 2,687 205 149 17 25 82 35 91 133

% 100.00% 50.89% 49.11% 12.36% 8.53% 18.86% 12.63% 16.03% 24.79% 1.89% 1.37% 0.16% 0.23% 0.76% 0.32% 0.84% 1.23%


# 6,920 3,190 3,730 814 631 1,177 944 993 1,921 101 93 8 18 50 24 47 99

% 100.00% 46.10% 53.90% 11.76% 9.12% 17.01% 13.64% 14.35% 27.76% 1.46% 1.34% 0.12% 0.26% 0.72% 0.35% 0.68% 1.43%

Selected of # 413 204 209 39 30 82 64 69 92 8 8 1 0 3 6 2 9

116

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




those Identified

% 100.00% 49.39% 50.61% 9.44% 7.26% 19.85% 15.50% 16.71% 22.28% 1.94% 1.94% 0.24% 0.00% 0.73% 1.45% 0.48% 2.18%

0996 RCLF 100.01% 38.20% 61.81% 02.98% 05.68% 29.92% 41.18% 03.39% 11.69% 01.58% 02.46% 00.03% 00.08% 00.18% 00.42% 00.12% 00.30%


Total Received

# 10,918 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***


# 5,364 2,326 3,038 432 453 948 916 729 1,503 116 67 21 15 37 13 43 71

% 100.00% 43.36% 56.64% 8.05% 8.45% 17.67% 17.08% 13.59% 28.02% 2.16% 1.25% 0.39% 0.28% 0.69% 0.24% 0.80% 1.32%


# 3,293 1,313 1,980 259 288 547 592 397 1,004 62 44 6 4 19 8 23 40

% 100.00% 39.87% 60.13% 7.87% 8.75% 16.61% 17.98% 12.06% 30.49% 1.88% 1.34% 0.18% 0.12% 0.58% 0.24% 0.70% 1.21%


# 159 74 85 14 15 31 36 23 25 5 4 0 0 0 1 1 4

% 100.00% 46.54% 53.46% 8.81% 9.43% 19.50% 22.64% 14.47% 15.72% 3.14% 2.52% 0.00% 0.00% 0.00% 0.63% 0.63% 2.52%

0998 RCLF 99.99% 25.01% 74.98% 03.16% 08.19% 16.55% 51.57% 03.28% 10.90% 01.48% 02.91% 00.07% 00.15% 00.31% 00.86% 00.16% 00.40%


Total Received

# 3,309 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***


# 1,797 1,259 538 235 86 566 200 366 208 35 9 6 10 23 7 28 18

% 100.00% 70.06% 29.94% 13.08% 4.79% 31.50% 11.13% 20.37% 11.57% 1.95% 0.50% 0.33% 0.56% 1.28% 0.39% 1.56% 1.00%


# 844 538 306 112 45 246 115 135 121 21 3 4 8 4 4 16 10

% 100.00% 63.74% 36.26% 13.27% 5.33% 29.15% 13.63% 16.00% 14.34% 2.49% 0.36% 0.47% 0.95% 0.47% 0.47% 1.90% 1.18%


# 16 11 5 0 1 7 4 4 0 0 0 0 0 0 0 0 0

% 100.00% 68.75% 31.25% 0.00% 6.25% 43.75% 25.00% 25.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

1101 RCLF 100.00% 37.56% 62.44% 03.68% 06.19% 26.33% 42.15% 03.59% 08.69% 03.36% 04.37% 00.02% 00.05% 00.32% 00.59% 00.26% 00.40%

1165 Loan Specialist

Total Received

# 2,804 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***

117

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander





# 1,335 690 645 118 101 248 149 266 347 29 26 0 2 14 1 15 19

% 100.00% 51.69% 48.31% 8.84% 7.57% 18.58% 11.16% 19.93% 25.99% 2.17% 1.95% 0.00% 0.15% 1.05% 0.07% 1.12% 1.42%


# 826 429 397 64 63 178 98 149 201 19 22 0 2 8 1 11 10

% 100.00% 51.94% 48.06% 7.75% 7.63% 21.55% 11.86% 18.04% 24.33% 2.30% 2.66% 0.00% 0.24% 0.97% 0.12% 1.33% 1.21%


# 21 12 9 0 2 8 2 3 2 0 3 0 0 1 0 0 0

% 100.00% 57.14% 42.86% 0.00% 9.52% 38.10% 9.52% 14.29% 9.52% 0.00% 14.29% 0.00% 0.00% 4.76% 0.00% 0.00% 0.00%

1165 RCLF 100.01% 46.67% 53.34% 04.78% 06.48% 35.28% 36.84% 03.73% 06.21% 02.34% 03.03% 00.08% 00.13% 00.21% 00.32% 00.25% 00.33%

1171 Appraising

Total Received

# 1,195 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***


# 564 383 181 83 36 170 51 84 87 13 3 8 0 14 2 11 2

% 100.00% 67.91% 32.09% 14.72% 6.38% 30.14% 9.04% 14.89% 15.43% 2.30% 0.53% 1.42% 0.00% 2.48% 0.35% 1.95% 0.35%


# 281 172 109 42 18 79 31 39 57 3 0 3 0 3 1 3 2

% 100.00% 61.21% 38.79% 14.95% 6.41% 28.11% 11.03% 13.88% 20.28% 1.07% 0.00% 1.07% 0.00% 1.07% 0.36% 1.07% 0.71%


# 19 13 6 3 0 9 1 1 4 0 0 0 0 0 0 0 1

% 100.00% 68.42% 31.58% 15.79% 0.00% 47.37% 5.26% 5.26% 21.05% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 5.26%

1171 RCLF 99.99% 66.02% 33.97% 03.05% 02.00% 58.84% 28.48% 01.87% 01.86% 01.71% 01.04% 00.04% 00.02% 00.26% 00.49% 00.25% 00.08%


Total Received

# 153 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***


# 79 63 16 16 3 29 6 10 7 2 0 0 0 5 0 1 0

% 100.00% 79.75% 20.25% 20.25% 3.80% 36.71% 7.59% 12.66% 8.86% 2.53% 0.00% 0.00% 0.00% 6.33% 0.00% 1.27% 0.00%


# 25 19 6 6 1 11 1 1 4 0 0 0 0 1 0 0 0

% 100.00% 76.00% 24.00% 24.00% 4.00% 44.00% 4.00% 4.00% 16.00% 0.00% 0.00% 0.00% 0.00% 4.00% 0.00% 0.00% 0.00%

118

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander





# 3 3 0 1 0 2 0 0 0 0 0 0 0 0 0 0 0

% 100.00% 100.00% 0.00% 33.33% 0.00% 66.67% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

1630 RCLF 100.00% 37.56% 62.44% 03.68% 06.19% 26.33% 42.15% 03.59% 08.69% 03.36% 04.37% 00.02% 00.05% 00.32% 00.59% 00.26% 00.40%


Total Received

# 1,430 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***


# 864 786 78 217 12 356 31 160 31 25 0 1 0 13 0 14 4

% 100.00% 90.97% 9.03% 25.12% 1.39% 41.20% 3.59% 18.52% 3.59% 2.89% 0.00% 0.12% 0.00% 1.50% 0.00% 1.62% 0.46%


# 497 467 30 124 4 216 13 98 12 12 0 1 0 8 0 8 1

% 100.00% 93.96% 6.04% 24.95% 0.80% 43.46% 2.62% 19.72% 2.41% 2.41% 0.00% 0.20% 0.00% 1.61% 0.00% 1.61% 0.20%


# 3 3 0 0 0 1 0 2 0 0 0 0 0 0 0 0 0

% 100.00% 100.00% 0.00% 0.00% 0.00% 33.33% 0.00% 66.67% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

1811 RCLF 100.01% 76.34% 23.67% 08.28% 03.03% 57.74% 15.29% 07.50% 04.34% 01.60% 00.53% 00.07% 00.03% 00.80% 00.29% 00.35% 00.16%


Total Received

# 60,414 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***


# 34,268 28,227 6,041 5,889 1,000 12,572 2,010 6,079 2,310 2,460 508 136 21 344 63 747 129

% 100.00% 82.37% 17.63% 17.19% 2.92% 36.69% 5.87% 17.74% 6.74% 7.18% 1.48% 0.40% 0.06% 1.00% 0.18% 2.18% 0.38%


# 21,567 17,611 3,956 3,488 622 8,080 1,378 3,611 1,448 1,688 357 78 17 189 44 477 90

% 100.00% 81.66% 18.34% 16.17% 2.88% 37.46% 6.39% 16.74% 6.71% 7.83% 1.66% 0.36% 0.08% 0.88% 0.20% 2.21% 0.42%


# 421 343 78 63 5 196 54 43 10 22 7 2 0 9 0 8 2

% 100.00% 81.47% 18.53% 14.96% 1.19% 46.56% 12.83% 10.21% 2.38% 5.23% 1.66% 0.48% 0.00% 2.14% 0.00% 1.90% 0.48%

2210 RCLF 100.00% 70.62% 29.38% 05.78% 02.30% 50.58% 20.17% 06.69% 04.41% 06.52% 01.99% 00.12% 00.05% 00.51% 00.28% 00.42% 00.18%


119

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




Total Received

# 5,147 *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***


# 2,274 2,102 172 529 41 1,041 81 418 36 44 4 9 0 28 5 33 5

% 100.00% 92.44% 7.56% 23.26% 1.80% 45.78% 3.56% 18.38% 1.58% 1.93% 0.18% 0.40% 0.00% 1.23% 0.22% 1.45% 0.22%


# 1,088 1,039 49 198 11 580 28 203 9 17 0 6 0 17 0 18 1

% 100.00% 95.50% 4.50% 18.20% 1.01% 53.31% 2.57% 18.66% 0.83% 1.56% 0.00% 0.55% 0.00% 1.56% 0.00% 1.65% 0.09%


# 96 90 6 22 3 54 3 11 0 0 0 2 0 0 0 1 0

% 100.00% 93.75% 6.25% 22.92% 3.13% 56.25% 3.13% 11.46% 0.00% 0.00% 0.00% 2.08% 0.00% 0.00% 0.00% 1.04% 0.00%

4754 RCLF 99.98% 93.55% 06.43% 38.27% 01.25% 44.19% 04.39% 08.27% 00.50% 01.19% 00.12% 00.16% 00.02% 00.97% 00.12% 00.50% 00.03%

Data shown include all permanent and temporary positions hired through USA Staffing that were completed and audited in FY 2013.


RCLF comparisons are based on 2010 Census National Data.

For VHA, the methodology for computing RCLF has changed. The new methodology uses state level data for determining RCLF and is consistent with the methodology for VBA and NCA.

120

Table B7: APPLICANTS AND HIRES FOR MAJOR OCCUPATIONS - Permanent Workforce - Distribution by Disability - SEP – FY 2013


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]Missing

Extremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism

Schedule A

Applications # *** *** *** *** *** *** *** *** *** *** *** *** *** ***

% *** *** *** *** *** *** *** *** *** *** *** *** *** ***

Hires # 223 135 4 84 29 1 6 1 1 0 2 0 18 0

% 100.00.% 60.54.% 01.79.% 37.67.% 13.00.% 00.45.% 02.69.% 00.45.% 00.45.% 00.00.% 00.90.% 00.00.% 08.07.% 00.00.%

Voluntarily Identified (Outside of Schedule A Applicants)

Applications # *** *** *** *** *** *** *** *** *** *** *** *** *** ***

% *** *** *** *** *** *** *** *** *** *** *** *** *** ***

Hires # 15,160 12,680 509 1,971 144 4 4 4 12 3 20 3 94 0

% 100.00.% 83.64.% 03.36.% 13.00.% 00.95.% 00.03.% 00.03.% 00.03.% 00.08.% 00.02.% 00.13.% 00.02.% 00.62.% 00.00.%



121

Table A8: NEW HIRES BY TYPE OF APPOINTMENT - Permanent and Temporary Workforce - Distribution by Race/Ethnicity and Sex - SEP – FY 2013

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




Permanent # 30,561 13,565 16,996 877 886 8,171 10,089 3,302 4,353 881 1,190 64 58 207 322 63 98

% 99.99% 44.39% 55.60% 02.87% 02.90% 26.74% 33.01% 10.80% 14.24% 02.88% 03.89% 00.21% 00.19% 00.68% 01.05% 00.21% 00.32%

Temporary # 13,999 5,097 8,902 354 437 3,204 5,703 935 1,714 457 831 23 34 94 135 30 48

% 99.98% 36.40% 63.58% 02.53% 03.12% 22.89% 40.74% 06.68% 12.24% 03.26% 05.94% 00.16% 00.24% 00.67% 00.96% 00.21% 00.34%

Non-Appropriated

# 973 400 573 57 55 175 289 140 195 15 17 2 2 9 10 2 5

% 100.01% 41.12% 58.89% 05.86% 05.65% 17.99% 29.70% 14.39% 20.04% 01.54% 01.75% 00.21% 00.21% 00.92% 01.03% 00.21% 00.51%

TOTAL # 45,533 19,062 26,471 1,288 1,378 11,550 16,081 4,377 6,262 1,353 2,038 89 94 310 467 95 151

% 100.02% 41.87% 58.15% 02.83% 03.03% 25.37% 35.32% 09.61% 13.75% 02.97% 04.48% 00.20% 00.21% 00.68% 01.03% 00.21% 00.33%

RCLF % 99.74% 33.93% 65.81% 04.26% 06.02% 22.70% 45.19% 03.72% 09.37% 02.77% 04.16% 00.03% 00.06% 00.27% 00.65% 00.18% 00.36%

Data shown includes full-time, part-time, and intermittent permanent and temporary employees in a pay status and excluding medical and Manila residents.

RCLF comparisons are based on 2010 Census National Data.

For VHA, the methodology for computing RCLF has changed. The new methodology uses state level data for determining RCLF and is consistent with the methodology for VBA and NCA.

Table B8: NEW HIRES BY TYPE OF APPOINTMENT - Permanent and Temporary Workforce - Distribution by Disability - SEP – FY 2013

122


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]Missing

Extremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism

Permanent # 30,561 23,109 1,261 6,191 878 27 29 13 56 9 52 20 669 3

% 100.00% 75.62% 04.13% 20.26% 02.87% 00.09% 00.09% 00.04% 00.18% 00.03% 00.17% 00.07% 02.19% 00.01%

Temporary # 13,999 11,251 480 2,268 391 17 18 13 33 6 17 7 279 1

% 100.00% 80.37% 03.43% 16.20% 02.79% 00.12% 00.13% 00.09% 00.24% 00.04% 00.12% 00.05% 01.99% 00.01%

Non-Appropriated # 973 796 33 144 20 2 2 0 0 0 2 0 14 0

% 100.00% 81.81% 03.39% 14.80% 02.06% 00.21% 00.21% 00.00% 00.00% 00.00% 00.21% 00.00% 01.44% 00.00%

TOTAL # 45,533 35,156 1,774 8,603 1,289 46 49 26 89 15 71 27 962 4

% 100.00% 77.21% 03.90% 18.89% 02.83% 00.10% 00.11% 00.06% 00.20% 00.03% 00.16% 00.06% 02.11% 00.01%

Prior Year % 100.00.% 78.97.% 03.87.% 17.17.% 02.58.% 00.08.% 00.11.% 00.07.% 00.21.% 00.04.% 00.20.% 00.08.% 01.78.% 00.01.%

Data shown includes full-time, part-time, and intermittent permanent and temporary employees in a pay status and excluding medical and Manila residents.

Table A9: EMPLOYEE PROMOTIONS IN LEADERSHIP PIPELINE - Title 5 GS Grade 13-15 Permanent Workforce - by Race/Ethnicity and Sex - SEP – FY 2013

Occupations: All occupations except doctors and nurses.

123

VA-wideTOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




GRADE=12 Onboard - Promotions to 13

ONBOARD # 24,972 10,157 14,815 582 799 7,523 10,057 1,277 2,590 578 1,046 13 16 107 155 77 152

% 99.99% 40.67% 59.32% 02.33% 03.20% 30.13% 40.27% 05.11% 10.37% 02.31% 04.19% 00.05% 00.06% 00.43% 00.62% 00.31% 00.61%

PROMOTED # 2,887 1,216 1,671 55 53 908 1,188 158 259 72 148 2 1 18 20 3 2

% 99.99% 42.11% 57.88% 01.91% 01.84% 31.45% 41.15% 05.47% 08.97% 02.49% 05.13% 00.07% 00.03% 00.62% 00.69% 00.10% 00.07%

EXPECTED # 2,887 1,174 1,713 67 92 870 1,163 148 299 67 121 1 2 12 18 9 18


ONBOARD # 15,314 7,258 8,056 404 377 5,600 5,778 800 1,381 330 374 8 13 56 55 60 78

% 99.99% 47.39% 52.60% 02.64% 02.46% 36.57% 37.73% 05.22% 09.02% 02.15% 02.44% 00.05% 00.08% 00.37% 00.36% 00.39% 00.51%

PROMOTED # 865 444 421 15 16 352 297 54 88 15 10 0 3 5 3 3 4

% 100.00% 51.32% 48.68% 01.73% 01.85% 40.69% 34.34% 06.24% 10.17% 01.73% 01.16% 00.00% 00.35% 00.58% 00.35% 00.35% 00.46%

EXPECTED # 865 410 455 23 21 316 326 45 78 19 21 0 1 3 3 3 4


ONBOARD # 5,114 2,726 2,388 108 90 2,157 1,699 319 481 108 87 0 2 15 19 19 10

% 100.00% 53.30% 46.70% 02.11% 01.76% 42.18% 33.22% 06.24% 09.41% 02.11% 01.70% 00.00% 00.04% 00.29% 00.37% 00.37% 00.20%

PROMOTED # 233 128 105 1 2 107 81 15 17 1 3 0 1 4 1 0 0

% 100.01% 54.94% 45.07% 00.43% 00.86% 45.92% 34.76% 06.44% 07.30% 00.43% 01.29% 00.00% 00.43% 01.72% 00.43% 00.00% 00.00%

EXPECTED # 233 124 109 5 4 98 77 15 22 5 4 0 0 1 1 1 0

TOTAL Grade 12-14 Onboard - Promotions to 13,14,15

ONBOARD # 45,400 20,141 25,259 1,094 1,266 15,280 17,534 2,396 4,452 1,016 1,507 21 31 178 229 156 240

% 100.01% 44.37% 55.64% 02.41% 02.79% 33.66% 38.62% 05.28% 09.81% 02.24% 03.32% 00.05% 00.07% 00.39% 00.50% 00.34% 00.53%

PROMOTED # 3,985 1,788 2,197 71 71 1,367 1,566 227 364 88 161 2 5 27 24 6 6

% 100.00% 44.87% 55.13% 01.78% 01.78% 34.30% 39.30% 05.70% 09.13% 02.21% 04.04% 00.05% 00.13% 00.68% 00.60% 00.15% 00.15%

124

VA-wideTOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




EXPECTED # 3,985 1,768 2,217 96 111 1,341 1,539 210 391 89 132 2 3 16 20 14 21

Data shown includes full-time, part-time, and intermittent title 5 GS Grade 13-15 permanent employees in a pay status and excluding medical and Manila residents. Onboard numbers are as of the start of the fiscal year. Promoted numbers are cumulative throughout the fiscal year.

Promotions include NOA Codes 701, 702, and 703.

Expected = Onboard Group % multiplied by Total Promotions.

This broad approximation does not take into account individual qualifications, education, performance, time in grade, availability of openings, or ceiling grades in specific occupations. Thus, no conclusions can be drawn about individuals, but the data does suggest, other things being equal, whether the promotion rates are roughly approximate to availability.

Table B9: EMPLOYEE PROMOTIONS IN LEADERSHIP PIPELINE - Title 5 GS Grade 13-15 Permanent Workforce - by Disability - SEP – FY 2013

Occupations: All occupations except doctors and nurses.

125

VA-wideTOTAL Total by Disability Status Detail for Targeted Disabilities

[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]Missing

Extremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism


ONBOARD # 24,972 21,631 560 2,781 357 19 53 27 51 19 45 0 134 9

% 100.00% 86.62% 02.24% 11.14% 01.43% 00.08% 00.21% 00.11% 00.20% 00.08% 00.18% 00.00% 00.54% 00.04%

PROMOTED # 2,887 2,555 64 268 35 0 7 1 4 3 6 0 14 0

% 100.00% 88.50% 02.22% 09.28% 01.21% 00.00% 00.24% 00.03% 00.14% 00.10% 00.21% 00.00% 00.48% 00.00%

EXPECTED # 2,887 2,501 65 322 41 -- -- -- -- -- -- -- -- --


ONBOARD # 15,314 13,338 371 1,605 182 7 28 20 33 7 23 0 61 3

% 100.00% 87.10% 02.42% 10.48% 01.19% 00.05% 00.18% 00.13% 00.22% 00.05% 00.15% 00.00% 00.40% 00.02%

PROMOTED # 865 762 36 67 11 0 0 1 4 1 0 0 5 0

% 100.00% 88.09% 04.16% 07.75% 01.27% 00.00% 00.00% 00.12% 00.46% 00.12% 00.00% 00.00% 00.58% 00.00%

EXPECTED # 865 753 21 91 10 -- -- -- -- -- -- -- -- --


ONBOARD # 5,114 4,461 151 502 37 1 7 4 9 2 3 0 9 2

% 100.00% 87.23% 02.95% 09.82% 00.72% 00.02% 00.14% 00.08% 00.18% 00.04% 00.06% 00.00% 00.18% 00.04%

PROMOTED # 233 206 6 21 2 1 0 0 0 0 0 0 1 0

% 100.00% 88.41% 02.58% 09.01% 00.86% 00.43% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.43% 00.00%

EXPECTED # 233 203 7 23 2 -- -- -- -- -- -- -- -- --

TOTAL Grade 12-14 Onboard - Promotions to 13,14,15

ONBOARD # 45,400 39,430 1,082 4,888 576 27 88 51 93 28 71 0 204 14

% 100.00% 86.85% 02.38% 10.77% 01.27% 00.06% 00.19% 00.11% 00.20% 00.06% 00.16% 00.00% 00.45% 00.03%

PROMOTED # 3,985 3,523 106 356 48 1 7 2 8 4 6 0 20 0

% 100.00% 88.41% 02.66% 08.93% 01.20% 00.03% 00.18% 00.05% 00.20% 00.10% 00.15% 00.00% 00.50% 00.00%

EXPECTED # 3,985 3,461 95 429 51 -- -- -- -- -- -- -- -- --

126

Data shown includes full-time, part-time, and intermittent title 5 GS Grade 13-15 permanent employees in a pay status and excluding medical and Manila residents. Onboard numbers are as of the start of the fiscal year. Promoted numbers are cumulative throughout the fiscal year.




Table A9: EMPLOYEE PROMOTIONS - Title 5 GS Grade 3-12 Single Grade Increase Permanent Workforce - by Race/Ethnicity and Sex - SEP – FY 2013

Occupations: All occupations except doctors and nurses. See Data Definitions on start page for a list of occupations included

127

VA-wideTOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander





ONBOARD # 76 36 40 4 4 20 14 10 21 1 1 0 0 0 0 1 0

% 100.01% 47.38% 52.63% 05.26% 05.26% 26.32% 18.42% 13.16% 27.63% 01.32% 01.32% 00.00% 00.00% 00.00% 00.00% 01.32% 00.00%

PROMOTED # 26 15 11 1 1 5 4 9 6 0 0 0 0 0 0 0 0

% 100.01% 57.70% 42.31% 03.85% 03.85% 19.23% 15.38% 34.62% 23.08% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

EXPECTED # 26 12 14 1 1 7 5 3 7 0 0 0 0 0 0 0 0


ONBOARD # 526 297 229 32 14 117 84 137 114 4 11 1 2 3 0 3 4

% 99.99% 56.46% 43.53% 06.08% 02.66% 22.24% 15.97% 26.05% 21.67% 00.76% 02.09% 00.19% 00.38% 00.57% 00.00% 00.57% 00.76%

PROMOTED # 168 90 78 10 6 43 40 32 20 2 6 0 2 3 1 0 3

% 100.01% 53.58% 46.43% 05.95% 03.57% 25.60% 23.81% 19.05% 11.90% 01.19% 03.57% 00.00% 01.19% 01.79% 00.60% 00.00% 01.79%

EXPECTED # 168 95 73 10 4 37 27 44 36 1 4 0 1 1 0 1 1


ONBOARD # 3,977 2,054 1,923 210 120 970 920 773 787 53 36 6 7 11 28 31 25

% 100.01% 51.65% 48.36% 05.28% 03.02% 24.39% 23.13% 19.44% 19.79% 01.33% 00.91% 00.15% 00.18% 00.28% 00.70% 00.78% 00.63%

PROMOTED # 1,124 564 560 44 31 297 275 194 224 16 13 2 2 7 12 4 3

% 100.01% 50.17% 49.84% 03.91% 02.76% 26.42% 24.47% 17.26% 19.93% 01.42% 01.16% 00.18% 00.18% 00.62% 01.07% 00.36% 00.27%

EXPECTED # 1,124 581 544 59 34 274 260 219 222 15 10 2 2 3 8 9 7


ONBOARD # 20,338 7,609 12,729 791 853 3,865 6,582 2,526 4,668 234 301 18 34 101 146 74 145

% 99.99% 37.41% 62.58% 03.89% 04.19% 19.00% 32.36% 12.42% 22.95% 01.15% 01.48% 00.09% 00.17% 00.50% 00.72% 00.36% 00.71%

PROMOTED # 4,151 1,642 2,509 108 132 961 1,465 480 786 57 66 7 13 23 38 6 9

% 99.99% 39.54% 60.45% 02.60% 03.18% 23.15% 35.29% 11.56% 18.94% 01.37% 01.59% 00.17% 00.31% 00.55% 00.92% 00.14% 00.22%

128

VA-wideTOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




EXPECTED # 4,151 1,553 2,598 161 174 789 1,343 516 953 48 61 4 7 21 30 15 29


ONBOARD # 24,575 9,153 15,422 947 1,188 4,792 8,136 2,771 5,163 376 528 29 43 131 185 107 179

% 100.00% 37.25% 62.75% 03.85% 04.83% 19.50% 33.11% 11.28% 21.01% 01.53% 02.15% 00.12% 00.17% 00.53% 00.75% 00.44% 00.73%

PROMOTED # 2,713 1,091 1,622 94 101 602 928 324 508 51 43 3 7 13 24 4 11

% 99.99% 40.21% 59.78% 03.46% 03.72% 22.19% 34.21% 11.94% 18.72% 01.88% 01.58% 00.11% 00.26% 00.48% 00.88% 00.15% 00.41%

EXPECTED # 2,713 1,011 1,702 104 131 529 898 306 570 42 58 3 5 14 20 12 20


ONBOARD # 16,360 5,812 10,548 617 788 3,172 6,021 1,584 3,147 300 352 26 33 59 122 54 85

% 100.00% 35.52% 64.48% 03.77% 04.82% 19.39% 36.80% 09.68% 19.24% 01.83% 02.15% 00.16% 00.20% 00.36% 00.75% 00.33% 00.52%

PROMOTED # 783 313 470 26 37 188 292 75 122 11 12 2 2 9 3 2 2

% 100.01% 39.98% 60.03% 03.32% 04.73% 24.01% 37.29% 09.58% 15.58% 01.40% 01.53% 00.26% 00.26% 01.15% 00.38% 00.26% 00.26%

EXPECTED # 783 278 505 30 38 152 288 76 151 14 17 1 2 3 6 3 4


ONBOARD # 5,857 2,014 3,843 238 238 1,134 2,525 475 884 122 111 6 8 24 43 15 34

% 99.99% 34.38% 65.61% 04.06% 04.06% 19.36% 43.11% 08.11% 15.09% 02.08% 01.90% 00.10% 00.14% 00.41% 00.73% 00.26% 00.58%

PROMOTED # 464 177 287 16 14 107 183 30 72 22 9 0 0 1 9 1 0

% 100.02% 38.16% 61.86% 03.45% 03.02% 23.06% 39.44% 06.47% 15.52% 04.74% 01.94% 00.00% 00.00% 00.22% 01.94% 00.22% 00.00%

EXPECTED # 464 160 304 19 19 90 200 38 70 10 9 0 1 2 3 1 3


ONBOARD # 3,812 1,612 2,200 157 131 1,034 1,541 293 436 93 55 4 5 22 23 9 9

% 100.00% 42.29% 57.71% 04.12% 03.44% 27.12% 40.42% 07.69% 11.44% 02.44% 01.44% 00.10% 00.13% 00.58% 00.60% 00.24% 00.24%

PROMOTED # 119 66 53 6 2 40 40 14 6 5 4 0 0 1 1 0 0

129

VA-wideTOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




% 99.98% 55.45% 44.53% 05.04% 01.68% 33.61% 33.61% 11.76% 05.04% 04.20% 03.36% 00.00% 00.00% 00.84% 00.84% 00.00% 00.00%

EXPECTED # 119 50 69 5 4 32 48 9 14 3 2 0 0 1 1 0 0


ONBOARD # 749 403 346 43 18 257 250 74 60 24 15 0 0 3 3 2 0

% 99.99% 53.80% 46.19% 05.74% 02.40% 34.31% 33.38% 09.88% 08.01% 03.20% 02.00% 00.00% 00.00% 00.40% 00.40% 00.27% 00.00%

PROMOTED # 99 70 29 8 0 54 22 7 6 1 0 0 1 0 0 0 0

% 100.00% 70.71% 29.29% 08.08% 00.00% 54.55% 22.22% 07.07% 06.06% 01.01% 00.00% 00.00% 01.01% 00.00% 00.00% 00.00% 00.00%

EXPECTED # 99 53 46 6 2 34 33 10 8 3 2 0 0 0 0 0 0


ONBOARD # 696 476 220 35 15 349 149 61 50 17 3 3 0 7 2 4 1

% 99.99% 68.38% 31.61% 05.03% 02.16% 50.14% 21.41% 08.76% 07.18% 02.44% 00.43% 00.43% 00.00% 01.01% 00.29% 00.57% 00.14%

PROMOTED # 61 39 22 1 0 26 15 10 7 0 0 2 0 0 0 0 0

% 100.00% 63.93% 36.07% 01.64% 00.00% 42.62% 24.59% 16.39% 11.48% 00.00% 00.00% 03.28% 00.00% 00.00% 00.00% 00.00% 00.00%

EXPECTED # 61 42 19 3 1 31 13 5 4 1 0 0 0 1 0 0 0

TOTAL Grade 2-11 Onboard - Promotions to 3-12

ONBOARD # 76,966 29,466 47,500 3,074 3,369 15,710 26,222 8,704 15,330 1,224 1,413 93 132 361 552 300 482

% 100.01% 38.28% 61.73% 03.99% 04.38% 20.41% 34.07% 11.31% 19.92% 01.59% 01.84% 00.12% 00.17% 00.47% 00.72% 00.39% 00.63%

PROMOTED # 9,708 4,067 5,641 314 324 2,323 3,264 1,175 1,757 165 153 16 27 57 88 17 28

% 100.01% 41.89% 58.12% 03.23% 03.34% 23.93% 33.62% 12.10% 18.10% 01.70% 01.58% 00.16% 00.28% 00.59% 00.91% 00.18% 00.29%

EXPECTED # 9,709 3,716 5,993 387 425 1,981 3,308 1,098 1,934 154 179 12 17 46 70 38 61

Data shown includes full-time, part-time, and intermittent title 5 GS Grade 3-12 Single Grade Increase permanent employees in a pay status and excluding medical and Manila residents. Onboard numbers are as of the start of the fiscal year. Promoted numbers are cumulative throughout the fiscal year.


130



Table B9: EMPLOYEE PROMOTIONS - Title 5 GS Grade 3-12 Single Grade Increase Permanent Workforce - by Disability - SEP – FY 2013

Occupations: All occupations except doctors and nurses. See Data Definitions on start page for a list of occupations included

131


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]Missing

Extremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism


ONBOARD # 76 41 4 31 12 0 2 0 2 1 1 4 1 1

% 100.00% 53.95% 05.26% 40.79% 15.79% 00.00% 02.63% 00.00% 02.63% 01.32% 01.32% 05.26% 01.32% 01.32%

PROMOTED # 26 21 0 5 0 0 0 0 0 0 0 0 0 0

% 100.00% 80.77% 00.00% 19.23% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

EXPECTED # 26 14 1 11 4 -- -- -- -- -- -- -- -- --


ONBOARD # 526 346 20 160 48 6 5 1 3 0 2 16 14 1

% 100.00% 65.78% 03.80% 30.42% 09.13% 01.14% 00.95% 00.19% 00.57% 00.00% 00.38% 03.04% 02.66% 00.19%

PROMOTED # 168 129 6 33 6 2 1 0 0 0 0 1 2 0

% 100.00% 76.79% 03.57% 19.64% 03.57% 01.19% 00.60% 00.00% 00.00% 00.00% 00.00% 00.60% 01.19% 00.00%

EXPECTED # 168 111 6 51 15 -- -- -- -- -- -- -- -- --


ONBOARD # 3,977 2,706 154 1,117 255 42 30 4 20 11 18 23 99 8

% 100.00% 68.04% 03.87% 28.09% 06.41% 01.06% 00.75% 00.10% 00.50% 00.28% 00.45% 00.58% 02.49% 00.20%

PROMOTED # 1,124 766 57 301 59 5 3 1 3 0 5 1 40 1

% 100.00% 68.15% 05.07% 26.78% 05.25% 00.44% 00.27% 00.09% 00.27% 00.00% 00.44% 00.09% 03.56% 00.09%

EXPECTED # 1,124 765 43 316 72 -- -- -- -- -- -- -- -- --


ONBOARD # 20,338 15,313 749 4,276 734 44 64 23 77 18 62 26 409 11

% 100.00% 75.29% 03.68% 21.02% 03.61% 00.22% 00.31% 00.11% 00.38% 00.09% 00.30% 00.13% 02.01% 00.05%

PROMOTED # 4,151 3,109 193 849 127 4 2 5 15 3 6 3 87 2

% 100.00% 74.90% 04.65% 20.45% 03.06% 00.10% 00.05% 00.12% 00.36% 00.07% 00.14% 00.07% 02.10% 00.05%

EXPECTED # 4,151 3,125 153 873 150 -- -- -- -- -- -- -- -- --


132


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]Missing

Extremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism

ONBOARD # 24,575 19,931 784 3,860 585 51 38 19 53 15 61 11 327 10

% 100.00% 81.10% 03.19% 15.71% 02.38% 00.21% 00.15% 00.08% 00.22% 00.06% 00.25% 00.04% 01.33% 00.04%

PROMOTED # 2,713 2,209 74 430 61 4 5 0 2 2 6 1 39 2

% 100.00% 81.42% 02.73% 15.85% 02.25% 00.15% 00.18% 00.00% 00.07% 00.07% 00.22% 00.04% 01.44% 00.07%

EXPECTED # 2,713 2,200 87 426 65 -- -- -- -- -- -- -- -- --


ONBOARD # 16,360 13,591 428 2,341 317 17 31 17 43 8 36 5 155 5

% 100.00% 83.07% 02.62% 14.31% 01.94% 00.10% 00.19% 00.10% 00.26% 00.05% 00.22% 00.03% 00.95% 00.03%

PROMOTED # 783 668 15 100 15 0 1 1 0 0 2 0 11 0

% 100.00% 85.31% 01.92% 12.77% 01.92% 00.00% 00.13% 00.13% 00.00% 00.00% 00.26% 00.00% 01.40% 00.00%

EXPECTED # 783 650 21 112 15 -- -- -- -- -- -- -- -- --


ONBOARD # 5,857 5,103 117 637 81 7 6 2 6 4 14 1 41 0

% 100.00% 87.13% 02.00% 10.88% 01.38% 00.12% 00.10% 00.03% 00.10% 00.07% 00.24% 00.02% 00.70% 00.00%

PROMOTED # 464 407 11 46 3 0 0 0 0 0 2 0 1 0

% 100.00% 87.72% 02.37% 09.91% 00.65% 00.00% 00.00% 00.00% 00.00% 00.00% 00.43% 00.00% 00.22% 00.00%

EXPECTED # 464 404 9 50 6 -- -- -- -- -- -- -- -- --


ONBOARD # 3,812 3,300 73 439 53 3 3 2 9 3 10 0 22 1

% 100.00% 86.57% 01.92% 11.52% 01.39% 00.08% 00.08% 00.05% 00.24% 00.08% 00.26% 00.00% 00.58% 00.03%

PROMOTED # 119 101 5 13 2 0 0 0 0 0 1 0 1 0

% 100.00% 84.87% 04.20% 10.92% 01.68% 00.00% 00.00% 00.00% 00.00% 00.00% 00.84% 00.00% 00.84% 00.00%

EXPECTED # 119 103 2 14 2 -- -- -- -- -- -- -- -- --


ONBOARD # 749 674 13 62 10 2 0 0 1 0 2 0 5 0

133


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]Missing

Extremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism

% 100.00% 89.99% 01.74% 08.28% 01.34% 00.27% 00.00% 00.00% 00.13% 00.00% 00.27% 00.00% 00.67% 00.00%

PROMOTED # 99 79 1 19 5 0 0 0 1 0 1 0 3 0

% 100.00% 79.80% 01.01% 19.19% 05.05% 00.00% 00.00% 00.00% 01.01% 00.00% 01.01% 00.00% 03.03% 00.00%

EXPECTED # 99 89 2 8 1 -- -- -- -- -- -- -- -- --


ONBOARD # 696 593 19 84 7 1 0 0 0 0 3 0 3 0

% 100.00% 85.20% 02.73% 12.07% 01.01% 00.14% 00.00% 00.00% 00.00% 00.00% 00.43% 00.00% 00.43% 00.00%

PROMOTED # 61 54 3 4 1 0 0 0 0 0 0 0 1 0

% 100.00% 88.52% 04.92% 06.56% 01.64% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 01.64% 00.00%

EXPECTED # 61 52 2 7 1 -- -- -- -- -- -- -- -- --


ONBOARD # 76,966 61,598 2,361 13,007 2,102 173 179 68 214 60 209 86 1,076 37

% 100.00% 80.03% 03.07% 16.90% 02.73% 00.22% 00.23% 00.09% 00.28% 00.08% 00.27% 00.11% 01.40% 00.05%

PROMOTED # 9,708 7,543 365 1,800 279 15 12 7 21 5 23 6 185 5

% 100.00% 77.70% 03.76% 18.54% 02.87% 00.15% 00.12% 00.07% 00.22% 00.05% 00.24% 00.06% 01.91% 00.05%

EXPECTED # 9,708 7,769 298 1,641 265 -- -- -- -- -- -- -- -- --

Data shown includes full-time, part-time, and intermittent title 5 GS Grade 3-12 Single Grade Increase permanent employees in a pay status and excluding medical and Manila residents. Onboard numbers are as of the start of the fiscal year. Promoted numbers are cumulative throughout the fiscal year.




134

Table A9: EMPLOYEE PROMOTIONS - Title 5 GS Grade 7,9,11,12 Double Grade Increase Permanent Workforce - by Race/Ethnicity and Sex - SEP – FY 2013

Occupations: All occupations except doctors and nurses. See Data Definitions on start page for a list of occupations included.

135

VA-wideTOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander





ONBOARD # 304 156 148 5 8 98 82 42 34 2 2 0 2 4 11 5 9

% 100.00% 51.32% 48.68% 01.64% 02.63% 32.24% 26.97% 13.82% 11.18% 00.66% 00.66% 00.00% 00.66% 01.32% 03.62% 01.64% 02.96%

PROMOTED # 733 361 372 24 18 221 205 89 109 8 10 1 1 17 27 1 2

% 100.00% 49.25% 50.75% 03.27% 02.46% 30.15% 27.97% 12.14% 14.87% 01.09% 01.36% 00.14% 00.14% 02.32% 03.68% 00.14% 00.27%

EXPECTED # 733 376 357 12 19 236 198 101 82 5 5 0 5 10 27 12 22


ONBOARD # 2,496 1,309 1,187 110 62 783 679 313 343 37 35 5 3 24 29 37 36

% 99.98% 52.44% 47.54% 04.41% 02.48% 31.37% 27.20% 12.54% 13.74% 01.48% 01.40% 00.20% 00.12% 00.96% 01.16% 01.48% 01.44%

PROMOTED # 2,792 1,346 1,446 104 90 823 828 321 426 51 51 10 6 32 34 5 11

% 100.01% 48.22% 51.79% 03.72% 03.22% 29.48% 29.66% 11.50% 15.26% 01.83% 01.83% 00.36% 00.21% 01.15% 01.22% 00.18% 00.39%

EXPECTED # 2,791 1,464 1,327 123 69 876 759 350 384 41 39 6 3 27 32 41 40


ONBOARD # 13,418 5,379 8,039 420 512 3,260 4,648 1,272 2,207 265 421 17 18 78 126 67 107

% 100.01% 40.09% 59.92% 03.13% 03.82% 24.30% 34.64% 09.48% 16.45% 01.97% 03.14% 00.13% 00.13% 00.58% 00.94% 00.50% 00.80%

PROMOTED # 4,206 2,000 2,206 143 118 1,311 1,308 425 627 78 109 8 5 28 27 7 12

% 100.01% 47.55% 52.46% 03.40% 02.81% 31.17% 31.10% 10.10% 14.91% 01.85% 02.59% 00.19% 00.12% 00.67% 00.64% 00.17% 00.29%

EXPECTED # 4,206 1,686 2,520 132 161 1,022 1,457 399 692 83 132 5 5 24 40 21 34


ONBOARD # 24,748 9,807 14,941 699 938 6,727 10,194 1,701 2,908 456 576 26 26 103 159 95 140

% 100.00% 39.62% 60.38% 02.82% 03.79% 27.18% 41.19% 06.87% 11.75% 01.84% 02.33% 00.11% 00.11% 00.42% 00.64% 00.38% 00.57%

PROMOTED # 3,650 1,603 2,047 103 134 1,139 1,294 258 465 64 114 5 6 29 28 5 6

% 99.99% 43.92% 56.07% 02.82% 03.67% 31.21% 35.45% 07.07% 12.74% 01.75% 03.12% 00.14% 00.16% 00.79% 00.77% 00.14% 00.16%

136

VA-wideTOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




EXPECTED # 3,650 1,446 2,204 103 138 992 1,503 251 429 67 85 4 4 15 23 14 21

TOTAL Grade 5,7,9,11 Onboard - Promotions to 7,9,11,12

ONBOARD # 40,966 16,651 24,315 1,234 1,520 10,868 15,603 3,328 5,492 760 1,034 48 49 209 325 204 292

% 100.00% 40.65% 59.35% 03.01% 03.71% 26.53% 38.09% 08.12% 13.41% 01.86% 02.52% 00.12% 00.12% 00.51% 00.79% 00.50% 00.71%

PROMOTED # 11,381 5,310 6,071 374 360 3,494 3,635 1,093 1,627 201 284 24 18 106 116 18 31

% 100.01% 46.66% 53.35% 03.29% 03.16% 30.70% 31.94% 09.60% 14.30% 01.77% 02.50% 00.21% 00.16% 00.93% 01.02% 00.16% 00.27%

EXPECTED # 11,381 4,626 6,755 343 422 3,019 4,335 924 1,526 212 287 14 14 58 90 57 81

Data shown includes full-time, part-time, and intermittent title 5 GS Grade 7,9,11,12 Double Grade Increase permanent employees in a pay status and excluding medical and Manila residents. Onboard numbers are as of the start of the fiscal year. Promoted numbers are cumulative throughout the fiscal year.




Table B9: EMPLOYEE PROMOTIONS - Title 5 GS Grade 7,9,11,12 Double Grade Increase Permanent Workforce - by Disability - SEP – FY 2013

Occupations: All occupations except doctors and nurses. See Data Definitions on start page for a list of occupations included.

137


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]Missing

Extremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism


ONBOARD # 304 207 17 80 11 0 0 0 1 0 1 0 9 0

% 100.00% 68.09% 05.59% 26.32% 03.62% 00.00% 00.00% 00.00% 00.33% 00.00% 00.33% 00.00% 02.96% 00.00%

PROMOTED # 733 553 28 152 21 1 2 0 2 1 2 0 13 0

% 100.00% 75.44% 03.82% 20.74% 02.86% 00.14% 00.27% 00.00% 00.27% 00.14% 00.27% 00.00% 01.77% 00.00%

EXPECTED # 733 499 41 193 27 -- -- -- -- -- -- -- -- --


ONBOARD # 2,496 1,827 110 559 63 0 3 3 4 1 4 0 48 0

% 100.00% 73.20% 04.41% 22.40% 02.52% 00.00% 00.12% 00.12% 00.16% 00.04% 00.16% 00.00% 01.92% 00.00%

PROMOTED # 2,792 2,121 123 548 58 1 2 3 5 1 4 1 41 0

% 100.00% 75.97% 04.41% 19.63% 02.08% 00.04% 00.07% 00.11% 00.18% 00.04% 00.14% 00.04% 01.47% 00.00%

EXPECTED # 2,792 2,044 123 625 70 -- -- -- -- -- -- -- -- --


ONBOARD # 13,418 11,124 380 1,914 230 8 12 10 24 11 25 5 130 5

% 100.00% 82.90% 02.83% 14.26% 01.71% 00.06% 00.09% 00.07% 00.18% 00.08% 00.19% 00.04% 00.97% 00.04%

PROMOTED # 4,206 3,406 159 641 73 1 3 2 7 5 7 0 47 1

% 100.00% 80.98% 03.78% 15.24% 01.74% 00.02% 00.07% 00.05% 00.17% 00.12% 00.17% 00.00% 01.12% 00.02%

EXPECTED # 4,206 3,487 119 600 72 -- -- -- -- -- -- -- -- --


ONBOARD # 24,748 20,691 703 3,354 466 18 66 31 59 20 42 0 223 7

% 100.00% 83.61% 02.84% 13.55% 01.88% 00.07% 00.27% 00.13% 00.24% 00.08% 00.17% 00.00% 00.90% 00.03%

PROMOTED # 3,650 3,079 116 455 50 1 4 4 4 2 3 0 32 0

% 100.00% 84.36% 03.18% 12.47% 01.37% 00.03% 00.11% 00.11% 00.11% 00.05% 00.08% 00.00% 00.88% 00.00%

EXPECTED # 3,650 3,052 104 495 69 -- -- -- -- -- -- -- -- --

138


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]Missing

Extremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism

TOTAL Grade 5,7,9,11 Onboard - Promotions to 7,9,11,12

ONBOARD # 40,966 33,849 1,210 5,907 770 26 81 44 88 32 72 5 410 12

% 100.00% 82.63% 02.95% 14.42% 01.88% 00.06% 00.20% 00.11% 00.21% 00.08% 00.18% 00.01% 01.00% 00.03%

PROMOTED # 11,381 9,159 426 1,796 202 4 11 9 18 9 16 1 133 1

% 100.00% 80.48% 03.74% 15.78% 01.77% 00.04% 00.10% 00.08% 00.16% 00.08% 00.14% 00.01% 01.17% 00.01%

EXPECTED # 11,381 9,404 336 1,641 214 -- -- -- -- -- -- -- -- --

Data shown includes full-time, part-time, and intermittent title 5 GS Grade 7,9,11,12 Double Grade Increase permanent employees in a pay status and excluding medical and Manila residents. Onboard numbers are as of the start of the fiscal year. Promoted numbers are cumulative throughout the fiscal year.




Table A9: EMPLOYEE PROMOTIONS - Title 5 WG1 Grade 2-12 Permanent Workforce - by Race/Ethnicity and Sex - SEP – FY 2013

Occupations: Includes all WG1 occupations.

139

VA-wideTOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander





ONBOARD # 846 720 126 21 8 303 53 372 55 8 6 3 1 3 1 10 2

% 100.00% 85.10% 14.90% 02.48% 00.95% 35.82% 06.26% 43.97% 06.50% 00.95% 00.71% 00.35% 00.12% 00.35% 00.12% 01.18% 00.24%

PROMOTED # 739 624 115 27 6 278 46 312 55 3 5 1 0 1 2 2 1

% 100.01% 84.45% 15.56% 03.65% 00.81% 37.62% 06.22% 42.22% 07.44% 00.41% 00.68% 00.14% 00.00% 00.14% 00.27% 00.27% 00.14%

EXPECTED # 739 629 110 18 7 265 46 325 48 7 5 3 1 3 1 9 2


ONBOARD # 9,733 7,849 1,884 508 125 2,925 722 4,118 950 131 54 19 3 106 22 42 8

% 100.00% 80.65% 19.35% 05.22% 01.28% 30.05% 07.42% 42.31% 09.76% 01.35% 00.55% 00.20% 00.03% 01.09% 00.23% 00.43% 00.08%

PROMOTED # 413 316 97 19 5 130 35 159 51 3 6 1 0 4 0 0 0

% 100.00% 76.52% 23.48% 04.60% 01.21% 31.48% 08.47% 38.50% 12.35% 00.73% 01.45% 00.24% 00.00% 00.97% 00.00% 00.00% 00.00%

EXPECTED # 413 333 80 22 5 124 31 175 40 6 2 1 0 5 1 2 0


ONBOARD # 2,873 2,083 790 182 62 695 272 1,141 410 29 21 3 2 21 20 12 3

% 99.99% 72.49% 27.50% 06.33% 02.16% 24.19% 09.47% 39.71% 14.27% 01.01% 00.73% 00.10% 00.07% 00.73% 00.70% 00.42% 00.10%

PROMOTED # 263 152 111 11 5 66 51 68 52 2 1 1 1 3 1 1 0

% 100.00% 57.80% 42.20% 04.18% 01.90% 25.10% 19.39% 25.86% 19.77% 00.76% 00.38% 00.38% 00.38% 01.14% 00.38% 00.38% 00.00%

EXPECTED # 263 191 72 17 6 64 25 104 38 3 2 0 0 2 2 1 0


ONBOARD # 1,270 753 517 62 23 301 197 341 273 26 15 0 0 13 8 10 1

% 100.00% 59.29% 40.71% 04.88% 01.81% 23.70% 15.51% 26.85% 21.50% 02.05% 01.18% 00.00% 00.00% 01.02% 00.63% 00.79% 00.08%

PROMOTED # 120 102 18 6 0 63 15 33 3 0 0 0 0 0 0 0 0

% 100.00% 85.00% 15.00% 05.00% 00.00% 52.50% 12.50% 27.50% 02.50% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

140

VA-wideTOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




EXPECTED # 120 71 49 6 2 28 19 32 26 2 1 0 0 1 1 1 0


ONBOARD # 1,132 1,053 79 102 10 550 38 353 29 25 2 4 0 10 0 9 0

% 100.00% 93.02% 06.98% 09.01% 00.88% 48.59% 03.36% 31.18% 02.56% 02.21% 00.18% 00.35% 00.00% 00.88% 00.00% 00.80% 00.00%

PROMOTED # 242 211 31 15 0 107 16 82 13 4 1 1 0 2 1 0 0

% 99.98% 87.18% 12.80% 06.20% 00.00% 44.21% 06.61% 33.88% 05.37% 01.65% 00.41% 00.41% 00.00% 00.83% 00.41% 00.00% 00.00%

EXPECTED # 242 225 17 22 2 118 8 75 6 5 0 1 0 2 0 2 0


ONBOARD # 1,491 1,345 146 109 6 697 68 472 62 33 7 6 1 15 1 13 1

% 100.01% 90.21% 09.80% 07.31% 00.40% 46.75% 04.56% 31.66% 04.16% 02.21% 00.47% 00.40% 00.07% 01.01% 00.07% 00.87% 00.07%

PROMOTED # 67 65 2 11 0 39 2 14 0 1 0 0 0 0 0 0 0

% 100.01% 97.02% 02.99% 16.42% 00.00% 58.21% 02.99% 20.90% 00.00% 01.49% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

EXPECTED # 67 60 7 5 0 31 3 21 3 1 0 0 0 1 0 1 0


ONBOARD # 727 685 42 77 5 337 16 245 20 14 0 1 0 11 0 0 1

% 100.00% 94.22% 05.78% 10.59% 00.69% 46.35% 02.20% 33.70% 02.75% 01.93% 00.00% 00.14% 00.00% 01.51% 00.00% 00.00% 00.14%

PROMOTED # 110 105 5 12 1 53 3 28 1 7 0 1 0 4 0 0 0

% 100.00% 95.45% 04.55% 10.91% 00.91% 48.18% 02.73% 25.45% 00.91% 06.36% 00.00% 00.91% 00.00% 03.64% 00.00% 00.00% 00.00%

EXPECTED # 110 104 6 12 1 51 2 37 3 2 0 0 0 2 0 0 0


ONBOARD # 724 685 39 54 0 409 18 188 20 19 1 2 0 5 0 8 0

% 100.00% 94.61% 05.39% 07.46% 00.00% 56.49% 02.49% 25.97% 02.76% 02.62% 00.14% 00.28% 00.00% 00.69% 00.00% 01.10% 00.00%

PROMOTED # 53 53 0 8 0 38 0 7 0 0 0 0 0 0 0 0 0

141

VA-wideTOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




% 100.00% 100.00% 00.00% 15.09% 00.00% 71.70% 00.00% 13.21% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

EXPECTED # 53 50 3 4 0 30 1 14 1 1 0 0 0 0 0 1 0


ONBOARD # 1,190 1,158 32 119 1 801 22 197 8 21 0 3 1 10 0 7 0

% 99.98% 97.30% 02.68% 10.00% 00.08% 67.31% 01.85% 16.55% 00.67% 01.76% 00.00% 00.25% 00.08% 00.84% 00.00% 00.59% 00.00%

PROMOTED # 105 105 0 11 0 74 0 16 0 4 0 0 0 0 0 0 0

% 100.01% 100.01% 00.00% 10.48% 00.00% 70.48% 00.00% 15.24% 00.00% 03.81% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

EXPECTED # 105 102 3 11 0 71 2 17 1 2 0 0 0 1 0 1 0


ONBOARD # 2,702 2,682 20 211 2 1,969 13 366 4 87 0 8 0 28 1 13 0

% 100.01% 99.27% 00.74% 07.81% 00.07% 72.87% 00.48% 13.55% 00.15% 03.22% 00.00% 00.30% 00.00% 01.04% 00.04% 00.48% 00.00%

PROMOTED # 44 44 0 3 0 30 0 7 0 3 0 1 0 0 0 0 0

% 100.00% 100.00% 00.00% 06.82% 00.00% 68.18% 00.00% 15.91% 00.00% 06.82% 00.00% 02.27% 00.00% 00.00% 00.00% 00.00% 00.00%

EXPECTED # 44 44 0 3 0 32 0 6 0 1 0 0 0 0 0 0 0


ONBOARD # 932 924 8 62 0 681 6 129 2 26 0 6 0 16 0 4 0

% 99.99% 99.14% 00.85% 06.65% 00.00% 73.07% 00.64% 13.84% 00.21% 02.79% 00.00% 00.64% 00.00% 01.72% 00.00% 00.43% 00.00%

PROMOTED # 1 1 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0

% 100.00% 100.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 100.00% 00.00% 00.00% 00.00%

EXPECTED # 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0


ONBOARD # 23,620 19,937 3,683 1,507 242 9,668 1,425 7,922 1,833 419 106 55 8 238 53 128 16

% 99.98% 84.40% 15.58% 06.38% 01.02% 40.93% 06.03% 33.54% 07.76% 01.77% 00.45% 00.23% 00.03% 01.01% 00.22% 00.54% 00.07%

142

VA-wideTOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




PROMOTED # 2,157 1,778 379 123 17 878 168 726 175 27 13 6 1 15 4 3 1

% 100.01% 82.43% 17.58% 05.70% 00.79% 40.70% 07.79% 33.66% 08.11% 01.25% 00.60% 00.28% 00.05% 00.70% 00.19% 00.14% 00.05%

EXPECTED # 2,157 1,821 336 138 22 883 130 723 167 38 10 5 1 22 5 12 2

Data shown includes full-time, part-time, and intermittent title 5 WG1 Grade 2-12 permanent employees in a pay status and excluding medical and Manila residents. Onboard numbers are as of the start of the fiscal year. Promoted numbers are cumulative throughout the fiscal year.




Table B9: EMPLOYEE PROMOTIONS - Title 5 WG1 Grade 2-12 Permanent Workforce - by Disability - SEP – FY 2013

Occupations: Includes all WG1 occupations.

143


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]Missing

Extremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism


ONBOARD # 846 491 42 313 87 2 2 0 1 1 9 16 56 0

% 100.00% 58.04% 04.96% 37.00% 10.28% 00.24% 00.24% 00.00% 00.12% 00.12% 01.06% 01.89% 06.62% 00.00%

PROMOTED # 739 441 46 252 61 0 2 0 2 1 4 1 51 0

% 100.00% 59.68% 06.22% 34.10% 08.25% 00.00% 00.27% 00.00% 00.27% 00.14% 00.54% 00.14% 06.90% 00.00%

EXPECTED # 739 429 37 273 76 -- -- -- -- -- -- -- -- --


ONBOARD # 9,733 6,911 409 2,413 665 60 33 10 30 7 34 112 375 4

% 100.00% 71.01% 04.20% 24.79% 06.83% 00.62% 00.34% 00.10% 00.31% 00.07% 00.35% 01.15% 03.85% 00.04%

PROMOTED # 413 284 32 97 23 0 0 0 3 0 1 0 18 1

% 100.00% 68.77% 07.75% 23.49% 05.57% 00.00% 00.00% 00.00% 00.73% 00.00% 00.24% 00.00% 04.36% 00.24%

EXPECTED # 413 293 17 102 28 -- -- -- -- -- -- -- -- --


ONBOARD # 2,873 2,257 97 519 121 11 11 2 10 3 3 21 59 1

% 100.00% 78.56% 03.38% 18.06% 04.21% 00.38% 00.38% 00.07% 00.35% 00.10% 00.10% 00.73% 02.05% 00.03%

PROMOTED # 263 201 8 54 19 0 0 0 1 0 1 2 15 0

% 100.00% 76.43% 03.04% 20.53% 07.22% 00.00% 00.00% 00.00% 00.38% 00.00% 00.38% 00.76% 05.70% 00.00%

EXPECTED # 263 207 9 47 11 -- -- -- -- -- -- -- -- --


ONBOARD # 1,270 1,041 33 196 46 10 2 1 4 1 5 6 17 0

% 100.00% 81.97% 02.60% 15.43% 03.62% 00.79% 00.16% 00.08% 00.31% 00.08% 00.39% 00.47% 01.34% 00.00%

PROMOTED # 120 80 2 38 9 0 0 0 0 0 0 0 9 0

% 100.00% 66.67% 01.67% 31.67% 07.50% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 07.50% 00.00%

EXPECTED # 120 98 3 19 4 -- -- -- -- -- -- -- -- --


144


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]Missing

Extremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism

ONBOARD # 1,132 850 59 223 45 3 2 2 4 0 5 2 25 2

% 100.00% 75.09% 05.21% 19.70% 03.98% 00.27% 00.18% 00.18% 00.35% 00.00% 00.44% 00.18% 02.21% 00.18%

PROMOTED # 242 174 15 53 18 1 5 0 0 0 0 0 12 0

% 100.00% 71.90% 06.20% 21.90% 07.44% 00.41% 02.07% 00.00% 00.00% 00.00% 00.00% 00.00% 04.96% 00.00%

EXPECTED # 242 182 13 48 10 -- -- -- -- -- -- -- -- --


ONBOARD # 1,491 1,191 51 249 29 1 5 0 1 0 0 3 19 0

% 100.00% 79.88% 03.42% 16.70% 01.95% 00.07% 00.34% 00.00% 00.07% 00.00% 00.00% 00.20% 01.27% 00.00%

PROMOTED # 67 52 6 9 4 0 0 0 1 0 0 0 2 1

% 100.00% 77.61% 08.96% 13.43% 05.97% 00.00% 00.00% 00.00% 01.49% 00.00% 00.00% 00.00% 02.99% 01.49%

EXPECTED # 67 54 2 11 1 -- -- -- -- -- -- -- -- --


ONBOARD # 727 565 48 114 25 2 0 0 0 0 2 2 19 0

% 100.00% 77.72% 06.60% 15.68% 03.44% 00.28% 00.00% 00.00% 00.00% 00.00% 00.28% 00.28% 02.61% 00.00%

PROMOTED # 110 84 9 17 5 0 1 0 0 0 0 0 4 0

% 100.00% 76.36% 08.18% 15.45% 04.55% 00.00% 00.91% 00.00% 00.00% 00.00% 00.00% 00.00% 03.64% 00.00%

EXPECTED # 110 85 7 17 4 -- -- -- -- -- -- -- -- --


ONBOARD # 724 569 30 125 18 3 1 0 1 0 1 0 12 0

% 100.00% 78.59% 04.14% 17.27% 02.49% 00.41% 00.14% 00.00% 00.14% 00.00% 00.14% 00.00% 01.66% 00.00%

PROMOTED # 53 37 1 15 4 1 0 0 0 0 0 0 3 0

% 100.00% 69.81% 01.89% 28.30% 07.55% 01.89% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 05.66% 00.00%

EXPECTED # 53 42 2 9 1 -- -- -- -- -- -- -- -- --


ONBOARD # 1,190 956 44 190 23 4 2 0 0 1 3 2 11 0

145


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]Missing

Extremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism

% 100.00% 80.34% 03.70% 15.97% 01.93% 00.34% 00.17% 00.00% 00.00% 00.08% 00.25% 00.17% 00.92% 00.00%

PROMOTED # 105 74 9 22 5 0 0 0 0 1 0 0 4 0

% 100.00% 70.48% 08.57% 20.95% 04.76% 00.00% 00.00% 00.00% 00.00% 00.95% 00.00% 00.00% 03.81% 00.00%

EXPECTED # 105 84 4 17 2 -- -- -- -- -- -- -- -- --


ONBOARD # 2,702 2,219 85 398 34 2 5 2 5 0 0 1 19 0

% 100.00% 82.12% 03.15% 14.73% 01.26% 00.07% 00.19% 00.07% 00.19% 00.00% 00.00% 00.04% 00.70% 00.00%

PROMOTED # 44 37 1 6 1 0 0 0 0 0 0 0 1 0

% 100.00% 84.09% 02.27% 13.64% 02.27% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 02.27% 00.00%

EXPECTED # 44 36 1 6 1 -- -- -- -- -- -- -- -- --


ONBOARD # 932 761 26 145 11 2 1 1 0 0 0 1 5 1

% 100.00% 81.65% 02.79% 15.56% 01.18% 00.21% 00.11% 00.11% 00.00% 00.00% 00.00% 00.11% 00.54% 00.11%

PROMOTED # 1 0 0 1 0 0 0 0 0 0 0 0 0 0

% 100.00% 00.00% 00.00% 100.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

EXPECTED # 1 1 0 0 0 -- -- -- -- -- -- -- -- --


ONBOARD # 23,620 17,811 924 4,885 1,104 100 64 18 56 13 62 166 617 8

% 100.00% 75.41% 03.91% 20.68% 04.67% 00.42% 00.27% 00.08% 00.24% 00.06% 00.26% 00.70% 02.61% 00.03%

PROMOTED # 2,157 1,464 129 564 149 2 8 0 7 2 6 3 119 2

% 100.00% 67.87% 05.98% 26.15% 06.91% 00.09% 00.37% 00.00% 00.32% 00.09% 00.28% 00.14% 05.52% 00.09%

EXPECTED # 2,157 1,627 84 446 101 -- -- -- -- -- -- -- -- --

Data shown includes full-time, part-time, and intermittent title 5 WG1 Grade 2-12 permanent employees in a pay status and excluding medical and Manila residents. Onboard numbers are as of the start of the fiscal year. Promoted numbers are cumulative throughout the fiscal year.Promotions include NOA Codes 701, 702, and 703.Expected = Onboard Group % multiplied by Total Promotions.

146


Table A11: INTERNAL SELECTIONS FOR SENIOR LEVEL POSITIONS (GS 13/14, 15, and SES) - Permanent Workforce - Distribution by Race/Ethnicity and Sex - SEP – FY 2013

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




GRADE: GS 13/14

147

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY

Hispanic or Latino




Islander




Total Applications Received

# *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***

% *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***

Qualified # *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***

% *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***

Selected # 3,990 1,756 2,234 75 73 1,327 1,587 222 367 99 170 2 4 25 26 6 7

% 100.00% 44.01% 55.99% 01.88% 01.83% 33.26% 39.77% 05.56% 09.20% 02.48% 04.26% 00.05% 00.10% 00.63% 00.65% 00.15% 00.18%

Relevant Pool 45,601 19,764 25,837 1,106 1,324 14,829 17,862 2,438 4,513 1,062 1,703 36 34 255 322 38 79

GRADE: GS 15


# *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***

% *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***

Qualified # *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***

% *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***

Selected # 290 167 123 2 3 135 95 20 18 5 5 0 1 5 1 0 0

% 99.98% 57.58% 42.40% 00.69% 01.03% 46.55% 32.76% 06.90% 06.21% 01.72% 01.72% 00.00% 00.34% 01.72% 00.34% 00.00% 00.00%

Relevant Pool 5,871 3,158 2,713 122 102 2,477 1,925 380 540 151 111 1 5 20 24 7 6

GRADE: SES


# *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***

% *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***

Qualified # *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***

% *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***

Selected # 26 11 15 0 0 9 13 1 1 1 1 0 0 0 0 0 0

% 100.02% 42.32% 57.70% 00.00% 00.00% 34.62% 50.00% 03.85% 03.85% 03.85% 03.85% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00%

Relevant Pool 23,145 14,975 8,170 800 492 10,601 4,824 638 606 2,697 2,094 23 14 191 128 25 12

148


Please see Data Definitions for NOA codes and Pay Plans included in this report.

*** This data is not available.

Table B11: INTERNAL SELECTIONS FOR SENIOR LEVEL POSITIONS (GS 13/14, 15, and SES) - Permanent Workforce - Distribution by Disability - SEP – FY 2013


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]

MissingExtremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism

GRADE: GS 13/14


# *** *** *** *** *** *** *** *** *** *** *** *** *** ***

% *** *** *** *** *** *** *** *** *** *** *** *** *** ***

149

Qualified # *** *** *** *** *** *** *** *** *** *** *** *** *** ***

% *** *** *** *** *** *** *** *** *** *** *** *** *** ***

Selected # 3,990 3,540 102 348 49 0 7 3 8 4 7 0 20 0

% 100.00% 88.72% 02.56% 08.72% 01.23% 00.00% 00.18% 00.08% 00.20% 00.10% 00.18% 00.00% 00.50% 00.00%

Relevant Pool 45,601 39,463 1,106 5,032 596 29 79 48 90 29 72 0 237 12

GRADE: GS 15


# *** *** *** *** *** *** *** *** *** *** *** *** *** ***

% *** *** *** *** *** *** *** *** *** *** *** *** *** ***

Qualified # *** *** *** *** *** *** *** *** *** *** *** *** *** ***

% *** *** *** *** *** *** *** *** *** *** *** *** *** ***

Selected # 290 262 6 22 2 1 0 0 0 0 0 0 1 0

% 100.00% 90.34% 02.07% 07.59% 00.69% 00.34% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.34% 00.00%

Relevant Pool 5,871 5,118 195 558 42 0 8 5 11 3 0 1 12 2

GRADE: SES


# *** *** *** *** *** *** *** *** *** *** *** *** *** ***

% *** *** *** *** *** *** *** *** *** *** *** *** *** ***

Qualified # *** *** *** *** *** *** *** *** *** *** *** *** *** ***

% *** *** *** *** *** *** *** *** *** *** *** *** *** ***

Selected # 26 23 2 1 1 0 0 0 0 0 0 0 1 0

% 100.00% 88.46% 07.69% 03.85% 03.85% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 00.00% 03.85% 00.00%

Relevant Pool 23,145 21,448 439 1,258 120 2 8 10 24 16 17 0 42 1


Please see Data Definitions for NOA codes and Pay Plans included in this report.


150

Table A12: PARTICIPATION IN CAREER DEVELOPMENT - Permanent Workforce - by Race/Ethnicity and Sex - SEP – FY 2013

TOTAL RACE/ETHNICITYHispanic or

LatinoNon- Hispanic or Latino

White Black or African

American


Islander

American Indian or

Alaska Native

Two or more races

All male female male female

male female male female

male female

male female

male female

male female

Career Development Programs (GS 5 - 15)

Slots #

Relevant Pool

%

Applied #

%

Participants

# 563 291 272 21 31 159 133 80 84 26 16 0 2 5 5 0 1% 100.00% 51.69% 48.31% 3.73% 5.51% 28.24% 23.62% 14.21% 14.92% 4.62% 2.84% 0.00% 0.36% 0.89% 0.89% 0.00% 0.18%

New Executive Development Programs; Health Care Executive Fellowship; Health Care Leadership Development Program GS 13 - 15

Slots #

Relevant Pool

%

Applied #

%

Participants

# 146 66 80 3 3 49 56 3 11 7 7 1 0 2 2 1 1% 100.00% 46.38% 53.62% 2.05% 2.05% 33.56% 38.36% 2.05% 7.53% 4.79% 4.79% 0.68% 0.00% 1.37% 1.37% 0.68% 0.68%

Leadership, Effectiveness, Accountability and Development (LEAD) Program (GS 1 thru 15)

Slots #

Relevant Pool

%

Applied #

%

Participants

# 1309 453 856 57 52 271 523 83 231 31 39 2 2 8 8 1 1% 100.00% 33.01% 66.99% 4.35% 3.97% 20.70% 39.95% 6.34% 17.65% 2.37% 2.98% 0.15% 0.15% 0.61% 0.61% 0.08% 0.08%

152

Table A13: EMPLOYEE RECOGNITION AND AWARDS - Permanent Workforce - by Race/Ethnicity and Sex - SEP - FY2013

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY




Islander




Time-off Awards - 1-9 hours

Total Time-off Awards - 1-9 hours

# 17,225 6,837 10,388 498 583 4,529 6,768 1,403 2,294 277 543 15 28 97 144 18 28

% 99.99% 39.69% 60.30% 02.89% 03.38% 26.29% 39.29% 08.15% 13.32% 01.61% 03.15% 00.09% 00.16% 00.56% 00.84% 00.10% 00.16%

Total Hours 116,062 45,868 70,194 3,136 3,862 30,641 45,772 9,233 15,441 1,991 3,784 108 200 643 955 116 180

Average Hours

6.74 6.71 6.76 6.30 6.62 6.77 6.76 6.58 6.73 7.19 6.97 7.20 7.14 6.63 6.63 6.44 6.43

Time-off Awards - 9+ hours

Total Time-off Awards over 9 hours

# 3,209 1,110 2,099 69 119 732 1,388 246 477 48 88 4 1 10 16 1 10

% 99.99% 34.59% 65.40% 02.15% 03.71% 22.81% 43.25% 07.67% 14.86% 01.50% 02.74% 00.12% 00.03% 00.31% 00.50% 00.03% 00.31%

Total Hours 54,033 18,695 35,338 1,138 1,929 12,618 23,587 3,809 7,733 877 1,604 94 16 147 277 12 192

Average Hours

16.84 16.84 16.84 16.49 16.21 17.24 16.99 15.48 16.21 18.27 18.23 23.50 16.00 14.70 17.31 12.00 19.20

Cash Awards - $100 - $500

Total Cash Awards $500 and under

# 100,457 40,954 59,503 3,464 3,962 24,608 35,512 10,290 15,678 1,767 3,120 102 138 602 927 121 166

% 100.01% 40.77% 59.24% 03.45% 03.94% 24.50% 35.35% 10.24% 15.61% 01.76% 03.11% 00.10% 00.14% 00.60% 00.92% 00.12% 00.17%

Total Amount

29,664,336 12,057,612 17,606,724 1,079,632 1,241,317 7,211,814 10,556,156 2,959,782 4,470,615 563,508 984,488 29,608 44,493 176,107 261,234 37,161 48,421

Average Amount

295.29 294.42 295.90 311.67 313.31 293.07 297.26 287.64 285.15 318.91 315.54 290.27 322.41 292.54 281.81 307.12 291.69

Cash Awards - $501+

Total Cash Awards $501 and over

# 145,878 55,487 90,391 3,921 4,971 36,829 58,585 10,575 19,752 3,236 5,481 120 187 677 1,212 129 203

% 100.01% 38.04% 61.97% 02.69% 03.41% 25.25% 40.16% 07.25% 13.54% 02.22% 03.76% 00.08% 00.13% 00.46% 00.83% 00.09% 00.14%

153

All VA TOTAL

EMPLOYEES

RACE/ETHNICITY




Islander




Total Amount

160,115,736 62,146,002 97,969,734 4,056,181 5,134,260 42,923,693 65,204,464 10,428,068 19,913,290 3,770,837 6,025,311 114,063 190,486 723,872 1,300,112 129,288 201,811

Average Amount

1,097.60 1,120.01 1,083.84 1,034.48 1,032.84 1,165.49 1,112.99 986.11 1,008.17 1,165.28 1,099.31 950.53 1,018.64 1,069.23 1,072.70 1,002.23 994.14

Quality Step Increases (QSI)

Total QSIs Awarded

# 823 327 496 20 36 242 325 46 96 12 28 0 2 6 8 1 1

% 99.98% 39.73% 60.25% 02.43% 04.37% 29.40% 39.49% 05.59% 11.66% 01.46% 03.40% 00.00% 00.24% 00.73% 00.97% 00.12% 00.12%

Total Benefit *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***

Average Benefit

*** *** *** *** *** *** *** *** *** *** *** *** *** *** *** *** ***


Please see Data Definitions for NOA codes included in the types recognition and awards.


Table B13: EMPLOYEE RECOGNITION AND AWARDS - Permanent Workforce - by Disability - SEP – FY 2013

154


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]

MissingExtremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism

Time-off Awards - 1-9 hours

Total Time-off Awards - 1-9 hours

# 17,225 14,446 424 2,355 321 26 27 6 35 4 29 14 176 4

% 100.00% 83.87% 02.46% 13.67% 01.86% 00.15% 00.16% 00.03% 00.20% 00.02% 00.17% 00.08% 01.02% 00.02%

Total Hours 116,062 97,896 2,732 15,434 2,138 168 191 48 218 28 186 92 1,183 24

Average Hours 6.74 6.78 6.44 6.55 6.66 6.46 7.07 8.00 6.23 7.00 6.41 6.57 6.72 6.00

Time-off Awards - 9+ hours

Total Time-off Awards over 9 hours

# 3,209 2,789 75 345 32 3 0 1 2 1 6 2 17 0

% 100.00% 86.91% 02.34% 10.75% 01.00% 00.09% 00.00% 00.03% 00.06% 00.03% 00.19% 00.06% 00.53% 00.00%

Total Hours 54,033 47,026 1,199 5,808 515 48 0 12 32 16 100 28 279 0

Average Hours 16.84 16.86 15.99 16.83 16.09 16.00 0.00 12.00 16.00 16.00 16.67 14.00 16.41 0.00

Cash Awards - $100 - $500

Total Cash Awards $500 and under

# 100,457 83,720 2,853 13,884 2,103 149 186 65 187 50 216 95 1,114 41

% 100.00% 83.34% 02.84% 13.82% 02.09% 00.15% 00.19% 00.06% 00.19% 00.05% 00.22% 00.09% 01.11% 00.04%

Total Amount 29,664,336 24,870,335 805,654 3,988,347 594,871 44,872 56,125 18,292 52,149 12,988 62,305 28,402 308,059 11,679

Average Amount

295.29 297.07 282.39 287.26 282.87 301.15 301.75 281.42 278.87 259.76 288.45 298.97 276.53 284.85

Cash Awards - $501+

Total Cash Awards $501 and over

# 145,878 126,789 3,211 15,878 2,112 118 212 104 228 65 230 58 1,047 50

% 100.00% 86.91% 02.20% 10.88% 01.45% 00.08% 00.15% 00.07% 00.16% 00.04% 00.16% 00.04% 00.72% 00.03%

Total Amount 160,115,736 140,076,690 3,459,077 16,579,969 2,201,446 104,284 235,110 128,735 248,664 82,729 240,391 48,092 1,057,755 55,686

Average Amount

1,097.60 1,104.80 1,077.26 1,044.21 1,042.35 883.76 1,109.01 1,237.84 1,090.63 1,272.75 1,045.18 829.17 1,010.27 1,113.72

Quality Step Increases (QSI)

Total QSIs # 823 705 27 91 8 0 1 0 3 0 0 0 4 0

155


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]

MissingExtremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism

Awarded % 100.00% 85.66% 03.28% 11.06% 00.97% 00.00% 00.12% 00.00% 00.36% 00.00% 00.00% 00.00% 00.49% 00.00%

Total Benefit *** *** *** *** *** *** *** *** *** *** *** *** *** ***

Average Benefit

*** *** *** *** *** *** *** *** *** *** *** *** *** ***

Data shown includes full-time, part-time, and intermittent permanent employees in a pay status and excluding medical and Manila residents.Please see Data Definitions for NOA codes included in the types recognition and awards.*** This data is not available.

Table A14: SEPARATIONS BY TYPE OF SEPARATION - Permanent Workforce - by Race/Ethnicity and Sex - SEP – FY 2013

All VA TOTAL RACE/ETHNICITY

156

EMPLOYEESHispanic or

LatinoNon-Hispanic or Latino



Islander




Voluntary # 22,425 9,700 12,725 663 687 6,351 8,270 1,952 2,753 518 751 27 35 168 189 21 40

% 100.00% 43.25% 56.75% 02.96% 03.06% 28.32% 36.88% 08.70% 12.28% 02.31% 03.35% 00.12% 00.16% 00.75% 00.84% 00.09% 00.18%

Involuntary # 2,307 1,276 1,031 98 59 639 544 480 370 23 27 4 4 22 20 10 7

% 100.00% 55.31% 44.69% 04.25% 02.56% 27.70% 23.58% 20.81% 16.04% 01.00% 01.17% 00.17% 00.17% 00.95% 00.87% 00.43% 00.30%

Total Separations

# 24,732 10,976 13,756 761 746 6,990 8,814 2,432 3,123 541 778 31 39 190 209 31 47

% 100.03% 44.39% 55.64% 03.08% 03.02% 28.26% 35.64% 09.83% 12.63% 02.19% 03.15% 00.13% 00.16% 00.77% 00.85% 00.13% 00.19%

Total Work Force

# 315,259 128,093 187,166 9,907 11,255 78,261 111,691 29,296 47,333 8,119 13,194 367 446 1,791 2,714 352 533

% 100.00% 40.63% 59.37% 03.14% 03.57% 24.82% 35.43% 09.29% 15.01% 02.58% 04.19% 00.12% 00.14% 00.57% 00.86% 00.11% 00.17%


Please see Data Definitions for NOA codes included in the types of separations.

Table B14: SEPARATIONS BY TYPE OF SEPARATION - Permanent Workforce - by Disability - SEP – FY 2013

157


[04,05]No

Disability

[01]Not

Identified



[16,17,18]Hearing

[21,23,25]Vision

[28,30,32-38]Missing

Extremities

[64-69]Partial

Paralysis


[82]Epilepsy

[90]Severe



[92]Dwarfism

Voluntary # 22,425 18,184 741 3,500 542 20 50 21 47 8 38 24 320 14

% 100.00% 81.09% 03.30% 15.61% 02.42% 00.09% 00.22% 00.09% 00.21% 00.04% 00.17% 00.11% 01.43% 00.06%

Involuntary # 2,307 1,612 111 584 152 5 2 0 7 3 11 6 118 0

% 100.00% 69.87% 04.81% 25.31% 06.59% 00.22% 00.09% 00.00% 00.30% 00.13% 00.48% 00.26% 05.11% 00.00%

Total Separations # 24,732 19,796 852 4,084 694 25 52 21 54 11 49 30 438 14

% 100.00% 80.04% 03.44% 16.51% 02.81% 00.10% 00.21% 00.08% 00.22% 00.04% 00.20% 00.12% 01.77% 00.06%

Total Work Force # 315,259 265,873 8,463 40,923 6,056 375 499 215 593 161 571 285 3,273 84

% 100.00% 84.33% 02.68% 12.98% 01.92% 00.12% 00.16% 00.07% 00.19% 00.05% 00.18% 00.09% 01.04% 00.03%


Please see Data Definitions for NOA codes included in the types of separations.

158